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INTERNAL EMPLOYEE RELATIONS

INTERNAL EMPLOYEE RELATIONS. Chapter Objectives. Discuss the case for and against downsizing Explain discipline and disciplinary action Describe internal employee relations Explain how grievance handling is typically conducted

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INTERNAL EMPLOYEE RELATIONS

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  1. INTERNAL EMPLOYEE RELATIONS

  2. Chapter Objectives • Discuss the case for and against downsizing • Explain discipline and disciplinary action • Describe internal employee relations • Explain how grievance handling is typically conducted • Describe how termination conditions may differ with regard to non-managerial employees, executives, managers, and professionals

  3. Chapter Objectives (Continued) • Explain the concept of employment at will • Discuss layoffs in today’s workforce • Describe transfers, promotions, resignations, and retirements as factors involved in internal employee relations • Discuss exit interviews and its purpose • Discuss layoffs in today’s workforce

  4. Downsizing • What does it mean? • Why do organizations downsize? • What are possible outcomes?

  5. Downsizing Outcomes • Creates low morale • Can create a plateau environment • Employees start seeking better opportunities • Employee trust is reduced • Corporate culture suffers • Remaining employees are required to do more

  6. Internal Employees Relations Human Resource activities associated with movement of employees within the organization

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

  8. The Disciplinary Action Process • Consider internal and external environment • Organizational goals and values • Establish rules/policies • Communicate rules to employees • Observe performance • Compare performance with rules/policies • Take appropriate disciplinary action

  9. 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 notificationNegligent use of property Offenses Requiring Immediate Termination Theft Fighting on the job Falsifying time cardsFailure to report to work three days in a row without notification

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

  11. Hot Stove Rule • Burns immediately • Provides warning • Gives consistent punishment • Burns impersonally

  12. 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. Problems in the Administration of Disciplinary Action • Lack of training • Fear • Guilt • Loss of friendship • Time loss • Loss of temper • Rationalization

  14. Grievance and The Procedure • An employee’s dissatisfaction related to his or her employment • Process for employees to communicate a formal complaint

  15. Termination • Most severe penalty; should be most carefully considered • Termination of non managerial employees • Termination of executives • Termination of middle- and lower-level managers and professionals

  16. 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 a reduction in pay

  17. Employment at Will • Unwritten contract created when employee agrees to work for employer • No agreement as to how long parties expect the employment to last

  18. Layoffs in Today’s Environment • Layoff/recall procedures • Outplacement

  19. Layoff/Recall Procedures • Carefully constructed procedures should be developed • When unionized, procedures are stated clearly in labor-management agreement • Agreement may have bumping procedure • Recall procedures also stated in agreement – seniority

  20. Outplacement • Laid-off employees given assistance finding employment elsewhere • Career Management • Career Coaching • Retooling of ones background

  21. Employee Relations • Transfers • Promotions • Resignations – Exit Interview • Retirements

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