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Human Resource Management

Human Resource Management. Lecture-39. Summary of Lecture-38. Employee Rights & Discipline. Employee Rights. Protection of one’s job Due process and just cause Freedom of speech Privacy Off-the job behavior Protection against layoff. Just Cause & Due Process. Management Rights.

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Human Resource Management

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  1. Human Resource Management Lecture-39

  2. Summaryof Lecture-38

  3. Employee Rights & Discipline

  4. Employee Rights • Protection of one’s job • Due process and just cause • Freedom of speech • Privacy • Off-the job behavior • Protection against layoff

  5. Just Cause & Due Process

  6. Management Rights

  7. Run business and retain any profits • Manage workforce: hire, promote, assign, discipline, discharge employees • Influenced by stakeholders • Employment at will

  8. Discipline

  9. Publish Widely Keep in Writing Review Regularly Be Reasonable Explain Reasons Remind/Restate Get Signed Statementsof Understanding Guidelines for the Implementationof Organizational Rules

  10. Today’s Topics

  11. Discipline (Cont..) • Employee Separations

  12. Common Disciplinary Problems

  13. Attendance • Unexcused absence • Chronic absenteeism • Leaving without permission

  14. Work Performance • Not completing work assignments • Producing substandard products or services • Not meeting established production requirements

  15. Dishonesty and Related Problems • Theft • Falsifying employment application • Willfully damaging organizational property • Punching another employee’s time card • Falsifying work records

  16. On-the-job Behaviors • Insubordination • Smoking in unauthorized places • Fighting • Gambling • Failure to use safety devices • Failure to report injuries • Carelessness

  17. Sleeping on the job • Using abusive or threatening language with supervisors • Possession of narcotics or alcohol • Possession of firearms or other weapons • Sexual harassment

  18. Discipline System Recommended by Labour Department

  19. (a) Warning (oral or written) (b) Suspension (with or without pay) (c) Dismissal with appropriate notice (d) Dismissal without notice (e) Appeal

  20. Progressive Discipline Procedure

  21. The Hot Stove Rule

  22. Good discipline (or a rule) is like a hot stove in that: • It provides a warning (feels hot) • It is consistent (burns every time) • It is immediate (burns now) • It is impersonal (burns all alike)

  23. Gives Fair Warning Certainty of Application Uniformity of Discipline

  24. Approaches to Discipline

  25. Hot Stove Rule Progressive Discipline Positive Discipline

  26. Let’s take some examples..

  27. Ineffective Employees There are three general questions a manager might use to analyze the performance problem: 1. What is the discrepancy? 2. Is it important? 3. Is it a deficiency in skills?

  28. If there is a deficiency in skills, then it must be corrected • If the problem does not have to do with skills, then it must be addressed in terms of: • removing obstacles • creating a more positive motivational climate • bringing about some type of job change

  29. Participants in Theft and Other Illegal Acts • Employees engage in illegal acts including: • employee theft • misuse of company facilities or property • disclosure of trade secrets • embezzlement • sabotage of products • use of company telephones and credit cards for personal use

  30. To deal with employee dishonesty problems, HR managers use: • discipline • termination • rehabilitation

  31. HR departments have responsibility for crime prevention • security programs • pre-employment screening mechanisms

  32. Rule Violators • Consistently violate company rules, e.g., • sleeping on the job • having weapons at work • fighting at work • coming in late • abusing the supervisor • Workplace violence is a particularly difficult issue

  33. Discipline Systems

  34. Discipline should: • Be proportional to the bad behavior • Be applied before the bad behavior becomes a habit • Be focused on specific behaviors • Be applied consistently across people and time • Not be followed by positive rewards that lessens manager’s guilt • Be administered by someone the employee trusts and respects

  35. Reasons Why Discipline Might Not Be Used

  36. Organization culture regarding discipline • Lack of support by higher management • Guilt • Loss of friendship • Time loss • Fear of lawsuits

  37. Separation

  38. Disciplinary separation • Dismissal • Non-disciplinary separation • Layoff • Downsizing • Retirement

  39. Involuntary Separation

  40. Issues: • Employment-At-Will • Discipline Systems • Termination for Cause • Layoff

  41. Termination for Cause

  42. Some offenses are so bad they typically justify immediate termination • Falsify résumé or employment application • Falsify work records • Divulge trade secrets • Steal company property • Assault of supervisor or fellow employees • Possession of a weapon • Possession of alcohol or illegal drugs

  43. Acceptable Reasons • Incompetence that is not responsive to training/accommodation • Gross/repeated insubordination • Repeated lateness/unexcused absences • Illegal behavior/drug activity • Verbal Abuse • Physical violence

  44. Unacceptable Reasons • Reporting illegal company actions or cooperating in a legal investigation • Filing workers’ compensation claim • Engaging in concerted activity to protest wages, working conditions, safety hazards • Engaging in lawful union activity • Refusing an assignment because of a reasonable belief it is dangerous

  45. Termination does 2 things: • Punishes the problem employee • Sends a message to other employees about what will not be tolerated Managing terminations • Document, document, document

  46. 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

  47. Layoffs Other terms: Downsizing Restructuring Right-sizing

  48. Downsizing also known as restructuring and rightsizing • Reverse of company growing; suggest one-time change in organization and number of people employed • Layoff/recall • Outplacement

  49. Voluntary Separation

  50. Dissatisfaction leads to withdrawal & negative job behaviors • Quitting may also be due to sudden changes • Internal job-related, e.g., not getting a promotion • External job-related, e.g., getting better job offer • External off-job, e.g., spouse getting transferred

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