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HRM Finals > Employee Relations and Discipline > Flashcards

Employee Relations and Discipline Flashcards

1
Q

Concerned with balancing employee satisfaction with employee productivity and efficiency in the attainment of organizational goals.

A

Employee Relations and Discipline

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2
Q

3 P’s

A

Policies
Practices
Prevention

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3
Q

Denote certain rules, rights, and procedures that both the management and employees have to follow to maintain harmony within the organization.

A

Policies

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4
Q
A
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5
Q

Elements of Successful Employee Relationship Management

A

Drive for Commitment

Harmonization of Terms and Conditions of Employment

Emphasis of Mutuality

Policies and Practices for Communication

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6
Q

Elements of Successful Employee Relationship Management:

Fostering a good relationship between management and employees, the latter become loyal and committed to the organization.

A

Drive for Commitment

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7
Q

Elements of Successful Employee Relationship Management:

When employees believe that the terms and conditions stated in their employment contracts are adhere to the company can be assured that employees are satisfied.

A

Harmonization of Terms and Conditions of Employment

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8
Q

Elements of Successful Employee Relationship Management:

This stresses teamwork; employees must feel that management is also part of the group.

A

Emphasis of Mutuality

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9
Q

Elements of Successful Employee Relationship Management:

The concept of LR is the maintenance of harmonious relationship between employees and the management.

A

Policies and Practices for Communication

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10
Q

Basic Rights of Employees and Employers

A

Equal Opportunities for All

Security of Tenure

Work Days and Work Hours

Wage and Wage-Related Benefits

Safe Working Conditions

Rest Days and Holidays

Leave

Right to Self-Organization and Collective Bargaining

Worker’s Participation and Tripartism

Social Legislation

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11
Q

Basic Rights of Employees and Employers:

Must be treated fairly and given work opportunities regardless of gender, race, religion, among others.

A

Equal Opportunities for All

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12
Q

Basic Rights of Employees and Employers:

No employees can be dismissed from work without due process.

A

Security of Tenure

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13
Q

Basic Rights of Employees and Employers:

8 hours in a day and 6 days in a week in any excess overtime pay must be given.

A

Work Days and Work Hours

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14
Q

Basic Rights of Employees and Employers:

Entitlement to fair salaries, wages and other benefits as mandated by law.

A

Wage and Wage-Related Benefits

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15
Q

Basic Rights of Employees and Employers:

With appropriate seat, spaces, lighting and ventilation, adequate passageways, exits, fire-fighting equipment, separate facilities for men and women, medical supplies and first-aid kits.

A

Safe Working Conditions

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16
Q

Basic Rights of Employees and Employers:

Day off from work; and pays for holidays.

A

Rest Days and Holidays

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17
Q

Basic Rights of Employees and Employers:

Government-mandated by leave benefits.

A

Leave

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18
Q

Basic Rights of Employees and Employers:

Has the right to join in any legitimate worker’s association or union of his/her choice free from any interference by the employer.

A

Right to Self-Organization and Collective Bargaining

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19
Q

Basic Rights of Employees and Employers:

Partnership between employees, employers and the government.

A

Worker’s Participation and Tripartism

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20
Q

Basic Rights of Employees and Employers:

Social security benefits provided to workers like pensions, assistance or allowances.

A

Social Legislation

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21
Q

Rights of Employers or Firms

A

Closure of Business

Transfer of Workers

Hire and Fire

Impose Employee Discipline

Issue Rules and Regulations

Management Prerogatives

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22
Q

To build a positive workforce and a conductive workplace where all employees commit themselves to maintaining good relations with each other and with the top management.

A

Employee Policies

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23
Q

Employee Policies by Guest, Brown, et al., (2008)

A

Union Recognition

Collective Bargaining

Procedure on Grievance Handling and Discipline

Communication Policies

Terms and Conditions of Employment

Employee Handbook

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24
Q

Pertains to how much “say” employees have regarding matters that concern them and the organization.

A

Employee Voice

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25
Q

A 2-way dialogue, and employees are given the opportunity to be involved in problem-solving and grievance procedures.

A

Employee Voice

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26
Q
A
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27
Q
A
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27
Q
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28
Q

Forms of Employee Voice by Boxall and Purcell, (2003)

A

Little Voice

Some

2-way

2-way plus

A lot

Veto Power

Substantial

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28
Q

Forms of Employee Voice by Boxall and Purcell, (2003):

Minimal “say”

A

Little Voice

28
Q

Forms of Employee Voice by Boxall and Purcell, (2003):

Suggestions

A

Some

29
Q

Forms of Employee Voice by Boxall and Purcell, (2003):

Can be consulted in the decision-making process.

A

2-way

30
Q

Forms of Employee Voice by Boxall and Purcell, (2003):

Can be consulted in the making and implementation of a decision.

A

2-way plus

31
Q

Forms of Employee Voice by Boxall and Purcell, (2003):

Employees have the right to delay a particular decision.

A

A lot

32
Q

Forms of Employee Voice by Boxall and Purcell, (2003):

The power to reject or refuse to enforce a decision.

A

Veto Power

33
Q

Forms of Employee Voice by Boxall and Purcell, (2003):

An equal “say” as the management in the decision-making process.

A

Substantial

34
Q

Includes labor unions and collective bargaining agreement.

A

PRACTICES

35
Q

Any union or associations organized for the purpose of collective bargaining in relation to the employees’ conditions of employment.

A

LO

36
Q

Different Kinds of LO

A

Independent

Legitimate

Company Union

Federation and National Union

Trade Associations

37
Q

Different Kinds of LO:

Without any affiliation to a national federation.

A

Independent

38
Q

Different Kinds of LO:

Registered with the Bureau of Labor Relations.

A

Legitimate

39
Q

Different Kinds of LO:

Dominated, controlled, influenced and manipulated by the employer.

A

Company Union

40
Q

Different Kinds of LO:

Group of unions in an industry of a particular area.

A

Federation and National Union

41
Q

Different Kinds of LO:

Self-employed individuals, rural workers and those without any definite employers or company affiliations.

A

Trade Associations

42
Q

Types of Individuals who are Eligible to join of form Labor Organizations

A

Rank-and-File Employees

Supervisory Employees

Government Employees

Employees of Government Corporations

Aliens with Valid Employment Permits in the Philippines

43
Q

Personnel Not Eligible to Join LOs

A

Managerial Employees

Subversives - engaged in rebellious activities

Employees of Cooperatives

Exempted Employees (Accounting Personnel, Secretaries)

44
Q

Enable workers to bargain more persuasively for the improvement of their working conditions.

A

Collective Bargaining

45
Q

Done through friendly and fair dialogue to achieved industrial peace and harmony.

A

Collective Bargaining

46
Q

With 5-year duration or effectivity.

A

Collective Bargaining Agreements

47
Q

Provisions of the CBA shall be renegotiated not later than 3 years after its execution.

A

Collective Bargaining Agreements

48
Q

Violates the rights of the employees to resort to self-organization based on the Philippine Constitution.

A

Unfair Labor Practice

49
Q

Temporary employee work stoppage.

A

Strike

50
Q

Requirements for a Strike

A
  1. Notice of strike filed ay DOLE
  2. Must be supported by the majority of the members of the union
  3. Non-compliance with the requirements for a valid strike will render it illegal
51
Q

Forms of Strike:

Workers not abandoning their work areas only reducing normal work output.

A

Slow-down

51
Q

Forms of Strike

A
  1. Legal Strike
  2. Illegal Strike
  3. Economic Strike
  4. Slow-down
  5. Wildcat Strike
  6. Sit-down Strike
52
Q

Forms of Strike:

Without formal filing of the required notice of strike and without approval of a majority of the union members.

A

Wildcat Strike

53
Q

Forms of Strike:

When workers stop working but do not leave their respective work areas.

A

Sit-down Strike

54
Q

“It is very important for a company to impose discipline among its employees. Any infractions committed by employees should be dealt with according to its gravity.”

A

PREVENTION

55
Q

Acceptable employee behavior.

A

Employee Code of Conduct

56
Q

Common Contents of an Employee Code of Conduct

A
  1. Prohibition of illegal activities such as gambling, smoking or drinking
  2. Prohibition of discrimination
  3. Sexual harassment
  4. Dress code and appearance
  5. Punctuality and absenteeism
  6. Procedures for sick and emergency leaves
  7. Sanctions for each violation
57
Q

OBJECTIVES of having an Employee Code of Conduct

A
  1. Maintain peace and harmony among employees.
  2. Avoid litigation and lawsuits for wrong decisions on suspension, termination and etc.
  3. Promote teamwork and transparency on all levels of the company’s organizational structure.
58
Q
A
59
Q

Enables employees to confirm to established standards of performance and behaviors.

A

Employee Discipline

60
Q

Usually a procedure that corrects or punishes an employee when one of the rules of the company is violated.

A

Employee Discipline

61
Q

COMMON EMPLOYEE VIOLATIONS

A

Personal Habits - tardiness, absenteeism, abuse

Incompetence

Misconduct

62
Q
A
63
Q

Positive Discipline Approach

A
  1. Identify the problem
  2. Analyze the severity or seriousness of the problem
  3. Discuss the problem or issue
  4. Document the discussion
  5. Follow-up on the correction
64
Q

Negative Discipline Approach

A

Focuses on punishment

Includes demotion, suspension and termination

Used in severe forms of employee violations such as physical violence, sexual harassment, theft and the like

64
Q

General Steps in the Disciplinary Process

A
  1. Identify the employee who committed the violation.
  2. Identify the violation committed.
  3. Consult the department head/immediate supervisor and make an initial assessment of the violation.
  4. Set a meeting with the department head/immediate supervisor.
  5. Set a meeting with the department head/immediate supervisor and the employee.
  6. Accord the employee due process.
  7. Plan and discuss the corrective action with the department head or immediate supervisor.
64
Q

Important right and it encompasses all the other rights of employees.

A

Due Process

65
Q

Provides an objective investigation of the case.

A

Due Process

66
Q

Equally allows the management to impose appropriate disciplinary action and progressive discipline on an erring employee.

A

Due Process

67
Q

Progressive Discipline

A
  1. Oral Reprimand
    2.Written Reprimand
  2. Final Written Warning or Suspension
  3. Termination
68
Q

Hot-Stove Rule Characteristics

A
  1. Immediate
  2. Consistent
  3. Impersonal
  4. Early warning and notice

HRM Finals (4 decks)

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