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BU 354 > Chp 11: managing employee relations > Flashcards

Chp 11: managing employee relations Flashcards

1
Q

LO1: how is state of employee relations determined

A

The state of employee relations in an organization is determined by how human resource planning, placement, training and development, evaluation, and compensation is handled

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2
Q

LO1: what is employee relations a blend of

A

org culture, HR practices, individual perceptions

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3
Q

LO1: 4 strategic importances of employee relations

A

1) improve productivity
2) implementation of org strategies
3) reduce employment costs
4) help employees grow + develop

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4
Q

LO1: employee relations: explain improve productivity

A

productivity significantly impacted by ability + attitude

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5
Q

LO1: define ability

A

whether an employee is able to perform a job. Influenced by things like training, education, innate aptitude, tools, work environment

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6
Q

LO1: define attitude

A

individual’s willingness to perform a job. Affected by motivation, job satisfaction, commitment to work.

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7
Q

LO1: employee relations: 2 points to implementation of org strategies

A

1) Goals + strategies communicated

2) Employees provide commitment

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8
Q

LO1: employee relations: 2 points to reduce employment costs

A

1) Reduced absenteeism + turnover

2) Provides recruitment advantage

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9
Q

LO1: employee relations: 2 points to help employees grow + develop

A

1) Help employees achieve personal goals

2) Improve morale, loyalty + productivity, ready availability of skilled personnel, social objectives of org

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10
Q

LO1: 5 key dimensions of employee relations

A

1) Employee involvement
2) Employee communication
3) Employee counselling
4) Employee discipline
5) Employee rights

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11
Q

LO1: define downward communication

A

info that begins at some point in org and feeds down into org hierarchy to inform or influence others

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12
Q

LO1: 1 point to downward communication

A

Exist to get info to employees

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13
Q

LO1: 4 examples of downward communication

A

1) In-House publications & Prerecorded messages
2) Electronic communication
3) Social media / Mobile Devices
4) Information sharing and open-book management

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14
Q

LO1: 2 points of inhouse publications and prerecorded messages

A

1) Purpose: inform employees about current developments + foster long term understanding of objectives + missions
2) Can be employee handbook (often used in litigation), specialized subjects related to HR activities like wage incentive, retirement, fringe benefits.

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15
Q

LO1: define intranet

A

internal communication systems that function like a smaller version of world wide web

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16
Q

LO1: uses of intranet

A

info dissemination, collection of employee info, HR transactions (eforms), training, collection of feedback info (survey, blog posts), community building (tracking birthday), performance management, recruitment, updating handbooks+forms and removing admin burden from HR

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17
Q

LO1: 4 social media concerns for org

A

1) damage to brand 2) disclosure of info 3) corporate identity theft 4) legal and compliance violations

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18
Q

LO1: what causes firms to hire chief reputation officer

A

Increase reliance on social media and concern by org about reputation

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19
Q

LO1: impact of cloud based tools

A

social communication, unified communication, rich communication services (audio/video calling), accessible software

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20
Q

LO1: define open book management

A

make employees assume more responsibility for firm success.

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21
Q

LO1: does upward or downward communication need more improvement

A

upward

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22
Q

LO1: define upwards communication

A

communication that begins in org and proceeds up hierarchy to inform or influence others

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23
Q

LO1: 2 points to upward communication

A

1) Exist to obtain info from employees

2) Informal day to day communication often sufficient for employee + supervisor

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24
Q

LO1: 6 examples of upward communication

A

1) grapevine
2) HR management + tech
3) in house complain procedures
4) manager-employee meetings
5) suggestion systems
6) employee attitude/opinion survey

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25
Q

LO1: define grapevine

A

informal communication within org that arises from normal social interaction

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26
Q

LO1: 5 competency domains for HRM

A

1) HR tech
2) business knowledge
3) HR delivery
4) strategic contribution
5) personal credibility

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27
Q

LO1: how are many HRMS being used

A

maintaining employee records rather than communication + strategy purposes

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28
Q

LO1: define in house complain procedures

A

formal methods through which employee can register complaint

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29
Q

LO1: goal of in house complaint procedure

A

To lessen burden of going over supervisor head

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30
Q

LO1: goal of alternative dispute resolution

A

resolve disputes in timely, cost effective manner

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31
Q

LO1: 4 types of alternative dispute resolution

A

1) open door policy
2) peer review panel/ombudsman
3) mediation
4) arbitration

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32
Q

LO1: define open door policy

A

company policy that encourages employees to address problems to higher levels of mgmt

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33
Q

LO1: explain peer review panel/ombudsman

A

1) makes recommendation + hears problem

2) most disputes settled here

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34
Q

LO1: explain mediation

A

neutral 3rd party, cannot impose settlement

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35
Q

LO1: explain arbitration

A

1) neutral 3rd party makes binding decision

2) Common in union

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36
Q

LO1: extra type of in house complaint procedure and explain

A

Nonunion grievance procedure: one in writing, guarantees employees right to present complaints to mgmt

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37
Q

LO1: define suggestion system

A

formal methods of generating, evaluating, implementing employee ideas

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38
Q

LO1: explain suggestion systems

A

1) If idea is implemented, employee receives recognition and sometimes rewards (10% of first year’s savings or flat dollar to minimize need for precision)
2) Flat dollar - employees receive feedback from suggesting faster
3) Works in government, harder to implement because mgmt changes when new admin takes over

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39
Q

LO1: define employee attitude/opinion surveys

A

systematic method of determining what employees think of org

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40
Q

LO2: define counselling

A

Discussion of a problem with an employee to resolve the issue and/or help the employee cope so he can be more effective

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41
Q

LO2: what do some firms say about conselling

A

Some firms say to managers to avoid giving personal advice to employees not related to job, may give inappropriate or wrong advice and not qualified

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42
Q

LO2: example of employee counselling

A

employee assistance program

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43
Q

LO2: 2 points to EAP

A

1) Comprehensive company program that seek to help employees to overcome personal and work-related problems
2) Online communications are increasingly being used to supplement EAP structures, many prefer face to face

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44
Q

LO3: define discipline

A

Management action taken to encourage compliance with standards. Seeks to inform employees about org expectations + change behaviour + attitude

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45
Q

LO3: 2 types of discipline

A

preventive, corrective

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46
Q

LO3: define preventive discipline

A

Action taken prior to any infraction to encourage employees to follow the rules and standards

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47
Q

LO3: 2 points to preventive discipline

A

1) Encourage self-discipline

2) HR is responsible for developing programs and communication

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48
Q

LO3: define corrective discipline

A

Discipline that follows a rule infraction (e.g., a warning, suspension without pay)

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49
Q

LO3: what is penalty of corrective discipline

A

disciplinary action

50
Q

LO3: 3 objectives of disciplinary action

A

1) To reform the offender
2) To deter others from similar actions
3) To maintain consistent, effective group standards

51
Q

LO3: 3 points to corrective discipline

A

1) Objectives: positive, educational, corrective, improve future, not punish act
2) Follows sandwich model, correction between 2 positives
3) Corrective discipline frequently not used or not used properly as managers received little training

52
Q

LO3: 3 restrictions on discipline

A

1) May be restricted by union contracts and government legislation (cannot be disciplined for asserting rights protected by law)
2) A useful guide for corrective discipline is the hot-stove rule
3) due process

53
Q

LO3: define due process

A

in a disciplinary situation, following proper, established rules and procedures and giving employees the opportunity to respond to allegations

54
Q

LO3: define hot stove rule

A

principle that disciplinary action should be like what happens when you touch a hot stove: warning, immediate, consistent, impersonal

55
Q

LO3: what discipline do most employers use?

A

progressive discipline

56
Q

LO3: define progressive discipline

A

Stronger penalties for repeated offences

57
Q

LO3: 5 stages of progressive discipline

A

1) Verbal reprimand by supervisor
2) Written reprimand; with a record in file
3) 1-3 day suspension
4) Suspension for 1 week+
5) Discharge for cause

58
Q

LO3: 4 steps in program for progressive discipline

A

1) indicate in writing nature of problem and impact of performance on org
2) provide warning that failure to improve will include discipline
3) establish progressive discipline
4) demonstrate discipline applied in fair + consistent manner

59
Q

LO3: 2 points to progressive discipline

A

1) Some systems allow minor offences removed from record after 1-5 years
2) Serious offences like fighting or theft do not need progressive discipline, may be discharged on first offence

60
Q

LO3: 2 points to positive discipline

A

1) Takes a problem-solving approach

2) Employee accepts that a problem exists and employee takes responsibility

61
Q

LO3: 5 steps of positive discipline

A

1) Focus on the specific problems
2) gain agreement with employee that problem exists and that employee responsible for changing behaviour
3) approach discipline as problem solving process
4) Document suggested changes and employee’s commitments
5) Follow-up to ensure employee is keeping commitments

62
Q

LO3: 4 general types of discipline

A

1) preventive
2) corrective
3) positive
4) progressive

63
Q

LO3: define wrongful dismissal

A

termination of an employee without just cause or without giving employee reasonable notice or compensation in lieu of notice

64
Q

LO3: wrongful dismissal for union employees

A

dismissal governed by provisions in collective agreement and remedy exists with grievance arbitration process

65
Q

LO3: what is included in just cause

A

1) Any act by an employee that could have serious negative effects on the organization
2) Typically includes incompetence + employee misconduct

66
Q

LO3: who is responsible for proving just cause

A

Employer

67
Q

LO3: define just cause

A

legal grounds for termination

68
Q

LO3: wilson v atomic energy

A

supreme court said employers need to provide reasons why dismissal is appropriate and employment contracts giving dismissal without just cause are unenforceable

69
Q

LO3: what happens if given notice/severance

A

can still claim unjust dismissal under canada labour code

70
Q

LO3: 2 points to just cause

A

1) Historically, management thinks just cause exists when courts don’t. Recently this has swung in favour of management.
2) In many cases, they are settled out of court.

71
Q

LO3: what does employment contract imply

A

implied warranty that employee is reasonably competent and able to perform work

72
Q

LO3: 4 requirements in dismissing incompetent employee for just cause

A

1) Providing reasonable, objective standards of performance in clear, understandable manner
2) Showing that employee failed to meet standards
3) Employee must be given clear warning that they have failed to meet standards, including particulars to specific deficiency
4) Establishing that employee was given a clear warning including warning that dismissal could result if standards were not met

73
Q

LO3: 4 classes of misconduct for just cause

A

1) Unfaithful service to the employer
2) Misconduct of a general nature
3) Theft, fraud, or dishonesty -> most serious
4) Willful disobedience of a reasonable and lawful order -> considered repudiation of employment contract, includes absent, tardiness, breach of rules. Petty disagreements do not amount to cause. Reasonable excuse for disobedience will negate intent required for cause.

74
Q

LO3: what is not just cause

A

Business or economic reasons are not just cause for dismissal because such factors are not related to the employee’s behaviour

75
Q

LO3: why don’t employees report misconduct

A

due to lack of faith investigation conduct properly, perception that disciplinary measures not consistently applied, fear of retaliation or negative consequences

76
Q

LO3: define constructive dismissal

A

A major change in the employment terms that results in an employee resigning may be considered constructive dismissal

77
Q

LO3: 4 examples of constructive dismissal

A

1) Significant change in job function
2) Demotion
3) Demand for an employee’s resignation
4) Forced transfer

78
Q

LO3: potter v new brunswick legal aid services commission

A

2 branches of constructive dismissal (single act, multiple acts) and importance to act in good faith by employer

79
Q

LO3: explain reasonable notice

A

When an employer does not have just cause for dismissal, “reasonable notice” or compensation in lieu of notice is required

80
Q

LO3: 6 considerations for reasonable notice

A

1) Employee’s age
2) Length of service
3) Salary
4) Occupational status (character of employment - position + responsibilities has come under criticism)
5) Labour market conditions
6) Attempt to mitigate loss

81
Q

LO3: general reasonable notice

A

clerical/blue collar -> 2 weeks/year
supervisor/lower mgmt -> 3 weeks/year
senior mgmt/professional -> 1 month/year

82
Q

LO3; explain wallance effect

A

1) Resulted in the awarding of extended periods of notice in a number of wrongful dismissal cases where the employer acted in a callous manner
2) Recent decision in Honda Canada v. Keays, addressed bad-faith damages and restricted use of punitive damages (employee must suffer damages)
3) Decision of the Supreme Court in Wallace v. United Grain Growers. Added 9 months to reasonable notice award of 15.

83
Q

LO3: 8 management dismissal guidelines

A

1) Prepare for the interview & conduct a rehearsal
2) Consider the employee’s perspective
3) Get to the point
4) Select the time and a private place
5) Have necessary information ready
6) Notify others and ensure duties are covered
7) May require special security measures
8) Discuss process with other colleagues who have had to terminate employees

84
Q

LO3: explain right to privacy

A

1) Collect only job-related information
2) PIPEDA requirements, came into effect 2004 in every province
2) Does not need to be recorded info
3) personal info Is factual info about an individual

85
Q

LO3: when did anti spam come into effect

A

2014

86
Q

LO3: 10 PIPEDA principles

A

1) accountability
2) identifying purposes
3) consent
4) limiting collection
5) limiting use, disclosure, retention
6) accuracy
7) safeguards
8) openness
9) individual access
10) challenging compliance

87
Q

LO3: irving oil

A

right to fair treatment- cannot do alcohol testing without evidence problem of alcohol at work

88
Q

LO3: 3 employer concerns of cannabis legalization

A

1) Lack of product knowledge
2) Unavailability of an accurate and reliable test of impairment
3) Use in safety-sensitive positions

89
Q

LO3: what is important for cannabis legalization

A

1) Will be important to distinguish between recreational and medical use
2) Accommodation like medical leave and alternative work assignment
3) Risk of blanket zero tolerance policy but right to prohibit using while employee working

90
Q

LO3: stewart v elk coal

A

employee terminated for being in breach of company policy, not addiction for refusing to disclose drug addiction

91
Q

LO4: how to improve quality of work life

A

Method to improve quality of work life is employee involvement - systematic methods that empower employees to participate in decisions that affect them and relationship with org. Must be more than systematic approach, must be part of culture.

92
Q

LO4: 2 principles of employee involvement

A

1) employees support systems they helped to make

2) Employees who perform task know more about it than anyone

93
Q

LO4: 3 methods of employee involvement

A

1) self directed work teams
2) high involvement work practices
3) employee self service

94
Q

LO4: define self directed work teams

A

Teams of workers who make decisions traditionally handled by a supervisor

95
Q

LO4: define high involvement work practices

A

Set of human resource practices aimed at increasing employee/employer performance

96
Q

LO4: what is employee self service aimed for

A

aimed at reducing administrative work

97
Q

LO4: 2 points to employee self service

A

1) productivity applications

2) strategic applications

98
Q

LO4: what is included in productivity applications

A

Management of personal data, retirement plans, and health and benefits management

99
Q

LO4: what is included in strategic applications

A

Online recruitment and skills management applications

100
Q

LO5: 2 points to no layoff policies

A

1) Contrary to the downsizing trend of the 1990s, some organizations are developing no-layoff policies
2) Employees who have job security are more receptive to change and more likely to be innovative

101
Q

LO5: define org downsizing

A

Reducing employment to improve organizational performance (efficiency, productivity, competitiveness)

102
Q

LO5: 2 points to org downsizing

A

1) Surviving employees become narrow minded, self-absorbed, risk-averse, morale sinks, productivity drops, distrust mgmt
2) Firms engaging in downsizing do not perform better financially . often fails to meet org objectives

103
Q

LO5: 3 types of downsizing strategies

A

1) Workforce Reduction:
2) Work Redesign
3) Systematic Change

104
Q

LO5; define systematic change

A

change of culture and attitudes/values of employees to reduce costs + improve quality

105
Q

LO5: 3 things that change nature of work

A

1) advances in AI
2) machine learning
3) computerization

106
Q

LO5: jobs with high risk of redundancy

A

Retail salespeople, admin assistants, food counter attendants, cashiers, truck drivers

107
Q

LO5: jobs with low risk of redundancy

A

Management, teaching, science, technology, engineering, math

108
Q

LO5: what often causes employees to leave jobs

A

One reason employees leave job is shock - some precipitating event more likely than job dissatisfaction to cause employee to leave

109
Q

LO5: 5 things to retain top performers

A

1) Develop a planned approach to employee retention
2) Become an employer of choice
3) Communicate vision and values clearly, frequently, and consistently
4) Reward managers for keeping good people
5) Use exit interviews to obtain information

110
Q

Lecture: what areas did OPP officer john doe touch on?

A

harassment, disability accommodation, safety, discipline

111
Q

Lecture: explain opp case

A

1) Fired at his desk job because of performance issues at his past job
2) They didn’t give him any accommodation
3) He could have called constructive dismissal because they didn’t accommodate him to the point he quit
4) The chain of command should have been disciplined

112
Q

Lecture: email case study

A

roger received phone call that john (sales person) sent friends email about how randy is a useless supervisor. you should ask to see email

113
Q

Lecture: pot brownie case study

A

1) employee brought in pot brownies and lied to coworker
2) just cause
3) Off duty misconduct. You can be fired for something off duty

114
Q

Lecture: bad odour and bad attitude

A

1) not just cause

2) she did not get formal warning - no progressive discipline

115
Q

Lecture: vengeance by chocolate

A

1) news reporter contaminated chocolates with dirt and sent to member of activist org
2) reporter had regrets, confessed and apologized
3) not just cause
4) he was in his actions as private citizen

116
Q

Lecture: hail to bus driver

A

1) just cause
2) put employer reputation at risk
3) off duty misconduct still there for just cause

117
Q

Lecture: insult to injury and death

A

1) employee cleaned up dead body and posted on social media
2) just cause
3) gave out confidential patient info, contrary to code of conduct
4) employee was not remorseful and did not accept responsibility for actions

118
Q

Lecture: lesson for employer about just cause

A

there is no “one size fits all” approach to just cause for dismissal

119
Q

Lecture: Video explanation

A

1) Lynn is shocked by the action taken by HR (janet) and does not feel the violation of company policy warranted the punitive action that was taken (willy suspended for using company phone)

120
Q

Lecture: video solution

A

1) They didn’t say what amounts to misconduct, they need to be specific on what the thresholds are, what can they and can they not use internet + phones for
2) The manager was trying to intimidate the boss. Things were made personal.
3) There was no warning given and there was no progressive discipline

BU 354 (11 decks)

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