Human Resource Management 11 th Edition Chapter 13 INTERNAL EMPLOYEE RELATIONS

1. Human Resource Management 11th EditionChapter 13INTERNAL EMPLOYEE RELATIONS

2. Internal Employee Relations Defined Human resource activities associated with movement of employees within firm after they become organizational members

3. Internal Employee Relations Activities • Promotion • Transfer • Demotion • Resignation • Discharge • Layoff • Retirement • Discipline • Disciplinary action

4. Employment at Will • Unwritten contract created when employee agrees to work for employer • No agreement as to how long parties expect employment to last • Approximately 2 of every 3 U.S. workers depend almost entirely on continued goodwill of employer

5. Not Included • Individuals with a contract for a specified time period - collective bargaining agreements between labor and management and teachers • Whistleblowers

6. Exceptions to Employment-at-Will Doctrine • Prohibiting terminations in violation of public policy • Permitting employees to bring claims based on representations made in employment handbooks • Permitting claims based on common-law doctrine of good faith and fair dealing

7. How Employers Can Protect Themselves • No statements suggesting job security or permanent employment • Avoiding statements during job interviews, such as “You can expect to hold this job as long as you want” - Could be considered a contractual agreement • A person should not be employed without a signed acknowledgment of the at-will disclaimer

8. How Employers Can Protect Themselves (Cont.) • Clearly defining worker’s duties • Providing good feedback on a regular basis • Conducting realistic performance appraisals on a regular basis • There is no law involving ethical considerations for employment at will

9. Discipline and Disciplinary Action • Discipline - State of employee self-control and orderly conduct • Disciplinary action - Invokes penalty against employee who fails to meet established standards

10. Effective Disciplinary Action • Addresses employee’s wrongful behavior, not employee as a person • Should not be applied haphazardly • Not usually management’s initial response to a problem • Normally, there are more positive ways of convincing employees to adhere to company policies

11. The Disciplinary Action Process EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT Set Organizational Goals Establish Rules Communicate Rules to Employees Observe Performance Compare Performance with Rules Take Appropriate Disciplinary Action

12. Approaches to Disciplinary Action • Hot stove rule • Progressive disciplinary action • Disciplinary action without punishment

13. Hot Stove Rule • Burns immediately • Provides warning • Gives consistent punishment • Burns impersonally • Problem - All situations are not the same

14. Progressive Disciplinary Action • Ensure minimum penalty appropriate to offense is imposed • Model developed in response to National Labor Relations Act (NLRA) of 1935 • Involves answering series of questions about severity of offense

15. The Progressive Disciplinary Approach Improper Behavior Yes Does this violation warrant disciplinary actions? No Disciplinary Action No Yes Does this violation warrant more than an oral warning? No Oral Warning Yes Does this violation warrant more than a written warning? Written Warning No Yes Does this violation warrant more than a suspension? Suspension No Yes Termination 13-17

16. Suggested Guidelines for Disciplinary Action Offenses Requiring First, an Oral Warning; Second, a Written Warning; and Third, Termination Negligence in the performance of duties Unauthorized absence from job Inefficiency in the performance of job Offenses Requiring a Written Warning; and Then Termination Sleeping on the job Failure to report to work one of two days in a row without notification Negligent use of property Offenses Requiring Immediate Termination Theft Fighting on the job Falsifying time cards Failure to report to work three days in a row without notification

17. Problems in Administration of Disciplinary Action • Lack of training • Fear • The only one • Guilt • Loss of friendship • Time loss • Loss of temper • Rationalization

18. Grievance Handling Under Collective Bargaining Agreement • Grievance - Employee’s dissatisfaction or feeling of personal injustice relating to employment • Grievance procedure - Formal, systematic process that permits employees to express complaints without jeopardizing their jobs

19. General Principles for Effective Grievance Administration • Grievances should be adjusted promptly. • Procedures and forms used for airing grievances must be easy to utilize and well understood by employees and their supervisors. • Direct and timely avenues of appeal from rulings of line supervision must exist.

20. A Multiple-Step Grievance Procedure Arbitrator To Impartial Third Party President, Vice President for Labor Relations, etc. International Representative, Local President, etc. Plant Manager, Personnel Manager, etc. Grievance Committee, Business Agent, etc. Grievance in Writing First-Line Supervisor Union Steward Oral Presentation Aggrieved Employee 13-25

21. Movement of Talent

22. Termination Most severe penalty; should be most carefully considered • Termination of nonmanagerial/nonprofessional employees • Termination of executives • Termination of middle- and lower-level managers and professionals

23. Demotion as Alternative to Termination • Demotions used as alternative to discharge • Demotion is process of moving worker to lower level of duties and responsibilities, usually involving reduction in pay

24. Transfers • Lateral movement of worker within organization • Should not imply that person is being either promoted or demoted

25. Promotion • Movement to higher level in company • One of the most emotionally charged words in human resource management

26. Resignation • Exit interview • Advance notice of resignation

27. Analyzing Voluntary Resignations • Exit interview - Means of revealing real reasons employees leave jobs, which is conducted before employee departs company • Postexit questionnaire - Sent to former employees several weeks after leaving organization to determine real reason employee left

28. Advance Notice of Resignation • Would like 2 weeks • Communicate policy to all employees • May pay employee for notice time and ask him/her to leave immediately

29. Retirement Many long-term employees leave organization through retirement