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INTERNAL EMPLOYEE RELATIONS

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INTERNAL EMPLOYEE RELATIONS * * * * * * * * Public-policy exception Under the public-policy exception to employment at will, an employee is wrongfully discharged when ... – PowerPoint PPT presentation

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Title: INTERNAL EMPLOYEE RELATIONS


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 todays workforce
  • Describe transfers, promotions, resignations, and
    retirements as factors involved in internal
    employee relations
  • Discuss exit interviews and its purpose
  • Discuss layoffs in todays 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 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
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?
Oral Warning
No
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 employees 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 Todays 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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