Managing Employee Relations Chapter 11

Question 1

What determines the state of employee relations in an organization, and how can HR initiatives enhance it?

Answer 1

Human resource practices in: planning, placement, training and development, evaluation, and compensation.

HR initiatives to enhance employee relations include: policies addressing workplace and sexual harassment; conflict resolution procedures; and employee involvement programs to foster engagement and collaboration.

Question 2

What is the strategic importance of employee relations practices?

Answer 2

Improve productivity: Productivity is significantly impacted by ability and attitude.
Implementation of Organizational Strategies: Goals and strategies are communicated. Employees provide commitment.
Reduce Employment Costs: Reduced absenteeism and turnover. Provides recruitment advantage.
Help Employees Grow and Develop: Help employees achieve personal goals. Improve morale, loyalty & productivity.

Question 3

What are the 5 key dimensions of employee relations?

Answer 3

1) Employee Involvement
2) Employee Communication
3) Employee Counselling
4) Employee Discipline
5) Employee Rights

Question 4

What are some examples of downward and upward examples of communication strategies?

Answer 4

Downward: in-house publications, prerecorded messages, electronic communication, social media or mobile devices, as well as information sharing and open-book management
Upward: grapevine, electronic communication, complaint procedures, manager-employee meetings, suggestion systems, and employee attitude/opinion surveys

Question 5

What is employee counselling?

Answer 5

Discussion of a problem with an employee to resolve the issue and/or help the employee cope

Question 6

What is the employee assistance program?

Answer 6

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

Question 7

What is preventive employee discipline, and what is HR’s role in it?

Answer 7

Employee Discipline: Management action aimed at encouraging compliance with organizational standards.

Preventive Discipline: Actions taken before infractions occur to encourage employees to follow rules.

HR’s Role: Develop programs that promote understanding of rules and expectations.
Communicate standards effectively to all employees.

Question 8

What is corrective employee discipline, and what are its objectives?

Answer 8

Corrective Discipline: Discipline applied after a rule infraction (e.g., warnings, suspension without pay).

Objectives of Corrective Discipline:
1) Reform the offender to prevent future infractions.
2) Deter others from engaging in similar behavior.
3) Maintain consistent and effective group standards within the organization.

Question 9

What restrictions and guidelines apply to employee discipline?

Answer 9

Restrictions on Discipline: May be limited by union contracts and government legislation. Requires due process to ensure rules and procedures are followed.

Hot-Stove Rule (Guide for Corrective Discipline):
1) With Warning: Provide clear communication about the rules and consequences.
2) Immediate: Address infractions promptly to emphasize accountability.
3) Consistent: Apply the same standards to all employees without bias.
4) Impersonal: Base discipline on the infraction, not personal feelings.

Question 10

What is progressive discipline, and what steps does it involve?

Answer 10

Progressive Discipline:Involves applying stronger penalties for repeated infractions.

Steps in Progressive Discipline:

1) Verbal reprimand by the supervisor.
2) Written reprimand with a record placed in the employee’s file.
3) 1–3 day suspension from work.
4) Suspension for 1 week or more.
5) Discharge for cause if behavior does not improve.

Key HR Responsibility: Employers must document all discipline efforts to ensure fairness and compliance.

Question 11

What is positive discipline, and what are key suggestions for positive disciplinary interviews?

Answer 11

Positive Discipline: A problem-solving approach where the employee acknowledges the issue and takes responsibility.

Suggestions for Positive Disciplinary Interviews:
1) Focus on the conversation, not the punitive action.
2) Rename disciplinary steps (e.g., use “notice” and “conversation” instead of “reprimands” and “warnings”).
3) Provide employees with opportunities to clear their record.
4) Avoid imposing unpaid suspensions to maintain motivation and fairness.

Question 12

What is dismissal, and what are the key considerations for wrongful dismissal and just cause?

Answer 12

Dismissal: The ultimate form of disciplinary action, terminating an employee’s employment.

Wrongful Dismissal:
1) Occurs when an employee is terminated without just cause or without reasonable notice or pay in lieu of notice.
2_ Non-union employers without just cause for dismissal may be sued for wrongful dismissal.

Just Cause for Dismissal:
1) Any act by an employee that could have serious negative effects on the organization.
2) The employer bears the responsibility of proving just cause to justify the termination.

Question 13

What are the requirements for just cause dismissal due to incompetent work performance?

Answer 13

Incompetent Work Performance: A valid justification for just cause dismissal.

Requirements for Dismissing an Incompetent Employee:
1) Provide reasonable and objective performance standards.
2) Demonstrate that the employee failed to meet the standards.
3) Establish that the employee received a clear warning, including a notice that dismissal could result if standards were not met.

Question 14

What constitutes employee misconduct as just cause for dismissal, and what is excluded?

Answer 14

Employee Misconduct: A valid justification for just cause dismissal, with four classes identified in case law:
1) Unfaithful service to the employer.
2) Misconduct of a general nature.
3) Theft, fraud, or dishonesty.
4) Willful disobedience of a reasonable and lawful order.

Exclusions: Business or economic reasons are not just cause for dismissal as they are unrelated to employee behavior.

Question 15

What is constructive dismissal, and what are examples of it?

Answer 15

Constructive Dismissal: Occurs when a major change in employment terms forces an employee to resign.
Considered equivalent to wrongful dismissal.

Examples:

1) Significant change in job function.
2) Demotion.
3) Demand for an employee’s resignation.
4) Forced transfer to a different role or location.

Question 16

What is reasonable notice? And what are some key considerations HR should take into account?

Answer 16

When an employer does not have just cause for dismissal, “reasonable notice” or compensation in lieu of notice is required
Considerations include:
1)Employee’s age
2) Length of service
3) Salary
4) Occupational status
5) Labour market conditions

Question 17

What are some guidelines to follow when managing employee dismissal

Answer 17

1) Prepare for the interview and 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. This includes the proof.
6) Notify others and ensure duties are covered. This includes having already hired the replacement.
7) Security measures may potentially be needing to be taken.

Question 18

What are the key elements of employee privacy rights, and how do they relate to PIPEDA and monitoring practices?

Answer 18

Employee Privacy Rights:
Collect only job-related information (e.g., emergency contacts, payroll, performance data).
Purpose: Protect employees’ personal lives from unnecessary scrutiny.

PIPEDA Requirements: Governs personal information collection, use, and disclosure in the private sector. Core principles include:
1) Consent
2) Accountability
3) Transparency
4) Access and Correction

Monitoring employee activities: Must focus on Focus on workplace-related activities (e.g., email, internet use). Communicate monitoring policies clearly to employees. Align with PIPEDA principles to ensure transparency and proportionality, avoiding overly intrusive practices.

Question 19

What are employees’ rights to fair treatment in the workplace?

Answer 19

Right to Fair Treatment: Employers must not consider factors like age, race, gender, etc., in decisions.

Right to a Safe Environment: Employees are entitled to a workplace that is safe and free from harassment.

Question 20

What are Self-Directed Work Teams and High-Involvement Work Practices, and how do they integrate?

Answer 20

Self-Directed Work Teams: Autonomous groups managing day-to-day operations (e.g., scheduling, quality control). Boosts engagement, collaboration, and faster decision-making.
Challenges are that it requires training, clear goals, and cultural adaptation.
A good example would be factory teams which solve production bottlenecks independently.

High-Involvement Work Practices: HR practices that engage employees in decision-making to improve performance. Includes job enrichment, strategic participation, performance-based rewards, and training. Benefits include, increased job satisfaction, innovation, and loyalty. Challenges are that it needs cultural shifts, trust, and long-term investment.
A good example is suggestion programs with rewards for process improvements.

Integration: Self-directed teams embody high-involvement practices by combining autonomy with empowerment and support.
Together, they align employee efforts with organizational goals, enhancing performance and satisfaction.

Question 21

What are Employee Self-Service (ESS) systems, and what are their key benefits and challenges?

Answer 21

Definition: Digital platforms enabling employees to manage employment-related information independently.

Key Applications:
1) Productivity: Manage personal data, benefits, and retirement plans.
2) Strategic: Engage with recruitment, training, and career development.

Benefits: saves time and reduces HR workload,
empowers employees and improves data accuracy, enhances talent retention through career growth tools

Challenges: high implementation costs, requires digital literacy, security concerns over sensitive data.

Takeaway: ESS systems streamline HR processes, empower employees, and align personal goals with organizational needs.

Question 22

How do no-layoff policies impact job security and employee behavior?

Answer 22

No layoff policies oppose the downsizing trend. They provide job security, making employees more receptive to change and innovation.

Question 23

What are the three types of downsizing strategies and their purposes?

Answer 23

Workforce Reduction: Layoffs, early retirements, or resignations for immediate cost savings.

Work Redesign: Restructures roles and workflows to improve efficiency.

Systematic Change: Long-term cultural or organizational shifts, often involving technology or strategy changes.

Purpose: Cut costs and optimize performance while managing morale and skill risks.

Question 24

How do organizations retain top performers?

Answer 24

1) Planned Retention Strategy: Develop and implement a structured approach.
2) Employer of Choice: Build a reputation as a desirable workplace.
3) Clear Communication: Frequently share vision and values.
4) Manager Accountability: Reward managers for retaining talent.
5) Exit Interviews: Use feedback from departing employees to improve retention.