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Employee Commitment

Maintaining High Performance (A Shift from ER to LR) Week 11 2BC3 __________________________ Dr. Teal McAteer DeGroote School of Business. Employee Commitment. Trust in senior leadership A chance to use skills on the job Job security Competitiveness of rewards

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Employee Commitment

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  1. Maintaining High Performance(A Shift from ER to LR) Week 112BC3__________________________Dr. Teal McAteerDeGroote School of Business

  2. Employee Commitment • Trust in senior leadership • A chance to use skills on the job • Job security • Competitiveness of rewards • The quality of the organization’s products/services • The absence of work-related stress; and • The honesty and integrity of the employer’s business conduct

  3. Why are Good Employee Relations Practices Important? • Improve productivity • Ensure implementation of organizational strategies • Reduce employment costs • Help employees grow and develop

  4. 5 Key Dimensions of Employee Relations Employee Involvement Employee Communication Employee Rights GOOD EMPLOYEE RELATIONS Employee Discipline Employee Counselling

  5. Employee Counselling Definition: • Discussion of a problem with an employee, to help the employee better cope with the problem

  6. Employee Counselling – Functions(Stress Management Coaching) • Advice • Reassurance • Communication • Release of emotional tension • Clarified thinking • Reorientation

  7. Employee Assistance Programs • Employee and Family Assistance Programs (EFAP) • Workplace provides access to professional counselling services for employees and their families • Comprehensive company programs that seek to help employees overcome personal and work-related problems

  8. Employee Discipline • Discipline is management action to encourage compliance with organizational standards • Preventive Discipline • Action taken prior to any infraction to encourage employees to follow the rules • Corrective Discipline • Action that follows a rule infraction and seeks to discourage further infractions

  9. Restrictions on Discipline • Union contracts • Government legislation • Due process • Hot-stove rule

  10. Progressive Discipline • A type of discipline whereby there are stronger penalties for repeated offences e.g. verbal reprimand, written reprimand • . . . “up to and including termination” • Reasonable time frame

  11. Positive Discipline • Positive discipline takes a problem-solving approach to resolve the performance or behaviour issue: • focus on the specific problem, rather than the employee’s attitude or personality • gain agreement that a performance problem exists and that the employee is responsible • take a problem-solving approach • document commitments made • follow-up

  12. Dismissal • Just Cause • Incompetent work performance • Employee misconduct • Without Cause • Business or economic reasons • Wrongful dismissal • Employment Standards Act (non-union)

  13. Dismissing an Incompetent Employee Reasonable & objective performance standards Reasonable time given to improve Show that employee was given time, training, etc. Evidence of warnings Document failure to meet standards Requirements to Dismiss

  14. Constructive Dismissal • A major change in the employment terms that results in an employee resigning, may be considered constructive dismissal • e.g. significant change in job function, demotion, demand for an employee’s resignation, forced transfer

  15. Reasonable Notice & Severance • When an employer does not have just cause for dismissal, “reasonable notice” or compensation in lieu of notice must be provided. • Reasonable Notice or Severance Considerations: • Employee’s age, length of service, salary, occupational status, labour and market conditions

  16. Managing the Dismissal • prepare for the interview and rehearse • ask “how would I like to be treated?” • get to the point • select the time and place • have necessary information ready • notify others to ensure duties are covered • ? special security • discuss with colleagues who have experience

  17. Employee Rights • Right to privacy • Right to fair treatment • Rights in business closings and workplace restructuring

  18. Employee Involvement • Employee involvement interventions • High involvement work practices • Employee self-service

  19. Employee Communication • Downward communication systems • in-house publications • Information booklets • Employee bulletins • Pre-recorded messages • Electronic communication • Information sharing and open book management

  20. Upward communication systems • Grapevine • Electronic communication • In-house complaint procedures • Manager-employee meetings • Suggestion systems • Employee attitude/opinion surveys

  21. Job Security, Downsizing, and Employee Retention • No-layoff policies • Organizational downsizing • Retaining top performers • Telecommuting

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