Ch3_INTERNAL EMPLOYEE- RELATIONS

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    INTERNAL

    EMPLOYEERELATIONS

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    Chapter Objectives Describe internal employee relations.

    Explain discipline and disciplinary action.

    Explain how grievance handling istypically conducted under a collectivebargaining agreement.

    Explain how grievance handling istypically conducted in union-free firms.

    Define alternative dispute resolution.

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    Chapter Objectives (Continued) Describe how termination conditions

    may differ with regard to non-

    managerial/non-professionalemployees, executives, managers, andprofessionals.

    Explain the concept of employment at

    will.

    Describe demotion as an alternative totermination.

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    Chapter Objectives (Continued) Explain downsizing and layoffs.

    Describe transfers, promotions,

    resignations, and retirements as factorsinvolved in internal employee relations.

    Explain the importance of evaluatingthe human resource managementfunctions.

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    Internal Employees Relations Defined

    Promotion

    Transfer

    Demotion

    Resignation

    Discharge

    Layoff

    Retirement

    Discipline

    Disciplinary Action

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    Disciplineand Disciplinary Action Discipline - State of

    employee self-control and

    orderly conduct Disciplinary action -

    Invokes a penalty against

    an employee who fails tomeet establishedstandards

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    The Disciplinary Action Process Organizational goals

    Establish rules

    Communicate rules to employees

    Observe performance

    Compare performance with rules

    Take appropriate disciplinary action

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    Approachesto Disciplinary Action Hot stove rule

    Progressivedisciplinaryaction

    Disciplinaryaction withoutpunishment

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    H

    ot Stove Rule Burns

    immediately

    Provides warning

    Gives consistentpunishment

    Burnsimpersonally

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    Progressive Disciplinary Action

    Minimum penalty appropriate to offense

    Improper behavior? Warrant disciplinary action?

    Warrant more than an oral warning?

    Warrant more than a written warning?

    Warrant more than a suspension?

    Termination

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    Disciplinary Action without

    Punishment Employee violates rule, manager issues

    oralreminder

    Repetition brings written reminder

    Third violation: Worker takes one, twoor three days off (with pay) to thinkabout situation

    Important that all rules be explicitlystated in writing

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    Problemsinthe Administrationof

    DisciplinaryAction Lack of training

    Fear

    The only one

    Guilt

    Loss of friendship

    Time loss Loss of temper

    Rationalization

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    GrievanceHandlingundera

    Collective Bargaining Agreement Causes of grievances

    Grievance procedure

    Arbitration

    Factors used to evaluate managementfairness

    Proof that disciplinary action wasneeded

    Weaknesses of arbitration

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    CausesofGrievances

    Violations of terms and conditions ofagreement

    Violation of law

    Violation of intent of parties as stipulatedduring contract negotiations

    Violation of company rules

    Change in working conditions or pastcompany practices

    Violation of health/safety standards

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    Grievance Procedure

    Employee, orally and informally,presents grievance to immediatesupervisor in presence of union

    steward

    Meeting between plant or humanresource manager and higher unionofficials, such as grievancecommittee, business agent ormanager

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    G

    rievance Procedure (Continued) Meeting between firms top labor

    representative (such of vice

    president of industrial relations)and high-level union officials

    Go to arbitration

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    Arbitration

    Final step in grievanceprocedures

    Most agreements restrictarbitrators decision toapplication andinterpretation of

    agreement and makedecision

    Used to settle grievances

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    Factors Arbitrator Usesto Evaluate

    ManagementFairness Nature of offense

    Due process and procedural correctness

    Double jeopardy

    Grievants past record

    Length of service with company

    Warnings Lax enforcement of rules

    Discriminatory treatment

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    Proofthat DisciplinaryActionWasNeeded

    -F

    ormatofaWrittenWarning State facts of offense

    Identify violated rule

    State what resulted or could haveresulted from offense

    Identify previous similar violations byindividual

    State future consequences if violationoccurs again

    Signature and date

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    WeaknessesofArbitration

    Length of time

    between first step ofgrievance procedureand final settlement

    Cost of arbitration

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    GrievanceHandlingin

    Union-free Organizations

    Means of resolving

    complaints vary Well-designed

    grievance procedureensures worker has

    ample opportunity tomake complaintswithout fear of reprisal

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    Alternative Dispute Resolution Procedure where employee and

    company agree problems will be

    addressed by agreed-upon meansahead of time

    Means

    Types of complaints

    Typically a stepped procedure

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    Means

    Arbitration

    Mediation

    Mini-trials

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    TypesofComplaints Being fired

    without cause

    Sexualharassment

    Discrimination

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    Stepped Procedure Facilitated interaction between

    complaining employee and

    supervisor

    Review with senior manager orreview board

    Mediation attempted followed byarbitration at end

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    Termination Termination of non-

    managerial/non-professionalemployees

    Termination of executives

    Termination of middle- and

    lower-level managers andprofessionals

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    TerminationofExecutives Economic

    Reorganization/

    downsize

    Philosophicaldifferences

    Decline inproductivity

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    EmploymentatWill Unwritten contract created when

    employee agrees to work for

    employer

    No agreement as to how longparties expect the employment

    to last

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    Demotionas Alternativeto

    Termination Demotions used as

    alternative to

    discharge Demotion is process

    of moving worker tolower level of duties

    and responsibilities,usually involving areduction in pay

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    Downsizingand Layoffs

    Downsizing also known as restructuringand rightsizing

    Reverse of company growing; suggestone-time change in organization andnumber of people employed

    Layoffs differ in magnitude of number

    of workers no longer employed Layoff/recall procedures

    Outplacement

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    Layoff/Recall Procedures Carefully constructedprocedures should bedeveloped

    When unionized, proceduresare stated clearly in labor-management agreement

    Agreement may havebumping procedure

    Recall procedures also statedin agreement

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    Outplacement (Continued) Career guidance

    Help understanding successful

    interviewing techniques

    Development of personal actionplans and continuing support

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    Transfers Lateral movement

    of worker withinan organization

    Transfers serveseveral purposes

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    Transfers Serve Several Purposes

    Necessary to reorganize

    Make positions available in primary

    promotion channels Satisfy employees personal desires

    Deal with personality clashes

    Becoming necessary to have widevariety of experiences beforeachieving promotion

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