Employee Relations and Discipline Flashcards
Concerned with balancing employee satisfaction with employee productivity and efficiency in the attainment of organizational goals.
Employee Relations and Discipline
3 P’s
Policies
Practices
Prevention
Denote certain rules, rights, and procedures that both the management and employees have to follow to maintain harmony within the organization.
Policies
Elements of Successful Employee Relationship Management
Drive for Commitment
Harmonization of Terms and Conditions of Employment
Emphasis of Mutuality
Policies and Practices for Communication
Elements of Successful Employee Relationship Management:
Fostering a good relationship between management and employees, the latter become loyal and committed to the organization.
Drive for Commitment
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.
Harmonization of Terms and Conditions of Employment
Elements of Successful Employee Relationship Management:
This stresses teamwork; employees must feel that management is also part of the group.
Emphasis of Mutuality
Elements of Successful Employee Relationship Management:
The concept of LR is the maintenance of harmonious relationship between employees and the management.
Policies and Practices for Communication
Basic Rights of Employees and Employers
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
Basic Rights of Employees and Employers:
Must be treated fairly and given work opportunities regardless of gender, race, religion, among others.
Equal Opportunities for All
Basic Rights of Employees and Employers:
No employees can be dismissed from work without due process.
Security of Tenure
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.
Work Days and Work Hours
Basic Rights of Employees and Employers:
Entitlement to fair salaries, wages and other benefits as mandated by law.
Wage and Wage-Related Benefits
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.
Safe Working Conditions
Basic Rights of Employees and Employers:
Day off from work; and pays for holidays.
Rest Days and Holidays
Basic Rights of Employees and Employers:
Government-mandated by leave benefits.
Leave
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.
Right to Self-Organization and Collective Bargaining
Basic Rights of Employees and Employers:
Partnership between employees, employers and the government.
Worker’s Participation and Tripartism
Basic Rights of Employees and Employers:
Social security benefits provided to workers like pensions, assistance or allowances.
Social Legislation
Rights of Employers or Firms
Closure of Business
Transfer of Workers
Hire and Fire
Impose Employee Discipline
Issue Rules and Regulations
Management Prerogatives
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.
Employee Policies
Employee Policies by Guest, Brown, et al., (2008)
Union Recognition
Collective Bargaining
Procedure on Grievance Handling and Discipline
Communication Policies
Terms and Conditions of Employment
Employee Handbook
Pertains to how much “say” employees have regarding matters that concern them and the organization.
Employee Voice
A 2-way dialogue, and employees are given the opportunity to be involved in problem-solving and grievance procedures.
Employee Voice
Forms of Employee Voice by Boxall and Purcell, (2003)
Little Voice
Some
2-way
2-way plus
A lot
Veto Power
Substantial
Forms of Employee Voice by Boxall and Purcell, (2003):
Minimal “say”
Little Voice
Forms of Employee Voice by Boxall and Purcell, (2003):
Suggestions
Some
Forms of Employee Voice by Boxall and Purcell, (2003):
Can be consulted in the decision-making process.
2-way
Forms of Employee Voice by Boxall and Purcell, (2003):
Can be consulted in the making and implementation of a decision.
2-way plus
Forms of Employee Voice by Boxall and Purcell, (2003):
Employees have the right to delay a particular decision.
A lot
Forms of Employee Voice by Boxall and Purcell, (2003):
The power to reject or refuse to enforce a decision.
Veto Power
Forms of Employee Voice by Boxall and Purcell, (2003):
An equal “say” as the management in the decision-making process.
Substantial
Includes labor unions and collective bargaining agreement.
PRACTICES
Any union or associations organized for the purpose of collective bargaining in relation to the employees’ conditions of employment.
LO
Different Kinds of LO
Independent
Legitimate
Company Union
Federation and National Union
Trade Associations
Different Kinds of LO:
Without any affiliation to a national federation.
Independent
Different Kinds of LO:
Registered with the Bureau of Labor Relations.
Legitimate
Different Kinds of LO:
Dominated, controlled, influenced and manipulated by the employer.
Company Union
Different Kinds of LO:
Group of unions in an industry of a particular area.
Federation and National Union
Different Kinds of LO:
Self-employed individuals, rural workers and those without any definite employers or company affiliations.
Trade Associations
Types of Individuals who are Eligible to join of form Labor Organizations
Rank-and-File Employees
Supervisory Employees
Government Employees
Employees of Government Corporations
Aliens with Valid Employment Permits in the Philippines
Personnel Not Eligible to Join LOs
Managerial Employees
Subversives - engaged in rebellious activities
Employees of Cooperatives
Exempted Employees (Accounting Personnel, Secretaries)
Enable workers to bargain more persuasively for the improvement of their working conditions.
Collective Bargaining
Done through friendly and fair dialogue to achieved industrial peace and harmony.
Collective Bargaining
With 5-year duration or effectivity.
Collective Bargaining Agreements
Provisions of the CBA shall be renegotiated not later than 3 years after its execution.
Collective Bargaining Agreements
Violates the rights of the employees to resort to self-organization based on the Philippine Constitution.
Unfair Labor Practice
Temporary employee work stoppage.
Strike
Requirements for a Strike
- Notice of strike filed ay DOLE
- Must be supported by the majority of the members of the union
- Non-compliance with the requirements for a valid strike will render it illegal
Forms of Strike:
Workers not abandoning their work areas only reducing normal work output.
Slow-down
Forms of Strike
- Legal Strike
- Illegal Strike
- Economic Strike
- Slow-down
- Wildcat Strike
- Sit-down Strike
Forms of Strike:
Without formal filing of the required notice of strike and without approval of a majority of the union members.
Wildcat Strike
Forms of Strike:
When workers stop working but do not leave their respective work areas.
Sit-down Strike
“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.”
PREVENTION
Acceptable employee behavior.
Employee Code of Conduct
Common Contents of an Employee Code of Conduct
- Prohibition of illegal activities such as gambling, smoking or drinking
- Prohibition of discrimination
- Sexual harassment
- Dress code and appearance
- Punctuality and absenteeism
- Procedures for sick and emergency leaves
- Sanctions for each violation
OBJECTIVES of having an Employee Code of Conduct
- Maintain peace and harmony among employees.
- Avoid litigation and lawsuits for wrong decisions on suspension, termination and etc.
- Promote teamwork and transparency on all levels of the company’s organizational structure.
Enables employees to confirm to established standards of performance and behaviors.
Employee Discipline
Usually a procedure that corrects or punishes an employee when one of the rules of the company is violated.
Employee Discipline
COMMON EMPLOYEE VIOLATIONS
Personal Habits - tardiness, absenteeism, abuse
Incompetence
Misconduct
Positive Discipline Approach
- Identify the problem
- Analyze the severity or seriousness of the problem
- Discuss the problem or issue
- Document the discussion
- Follow-up on the correction
Negative Discipline Approach
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
General Steps in the Disciplinary Process
- Identify the employee who committed the violation.
- Identify the violation committed.
- Consult the department head/immediate supervisor and make an initial assessment of the violation.
- Set a meeting with the department head/immediate supervisor.
- Set a meeting with the department head/immediate supervisor and the employee.
- Accord the employee due process.
- Plan and discuss the corrective action with the department head or immediate supervisor.
Important right and it encompasses all the other rights of employees.
Due Process
Provides an objective investigation of the case.
Due Process
Equally allows the management to impose appropriate disciplinary action and progressive discipline on an erring employee.
Due Process
Progressive Discipline
- Oral Reprimand
2.Written Reprimand - Final Written Warning or Suspension
- Termination
Hot-Stove Rule Characteristics
- Immediate
- Consistent
- Impersonal
- Early warning and notice
