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Human Resource Management

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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 ... – PowerPoint PPT presentation

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Title: Human Resource Management


1
Human Resource Management
  • Lecture-39

2
Summaryof Lecture-38
3
  • Employee Rights Discipline

4
Employee Rights
  • Protection of ones 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
Guidelines for the Implementationof
Organizational Rules
10
Todays 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 employees 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
  • Lets 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
    managers 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-sizin
g
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

51
Resignation
  • Exit interview
  • Advance notice of resignation

52
Retirement
  • Completed service
  • Early retirement

53
Enough for today. . .
54
Summary
55
Common Disciplinary Problems
56
The Hot Stove Rule
57
Discipline Systems
58
  • Separation

59
Next.
60
?
61
Human Resource Management
  • Lecture-39
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