Week 6

Question 1

What is the hot stove rule and the 3 principles

Answer 1

This can be used to create disciplinary procedures.
1. Disciplinary action should always be preceded by a warning
2. Disciplinary action should immediately follow the wrongdoing
3. Discipline should be enforced consistently, in an impersonal and unbiased way

Question 2

What is the progressive discipline approach?

Answer 2

where the organisation develops a series of disciplinary steps. The first offence may induce a mild disciplinary reaction, but as the offences accumulate, the disciplinary reaction becomes progressively more severe

Question 3

What are the 3 grey areas?

Answer 3

1. Substance abuse.
2. Cyberactivity is anything you can do with an internet connection
   Cyberloafing is when cyberactivity that is unrelated to their work occurs during work time. This is when it becomes an issue
3. Employee activism

Question 4

what are the proactive steps to take before issues arise?

Answer 4

1. Knowing the law
   Get expert advice about laws
2. Developing a policy
   Ensure employees know what the organisation’s approach is when tackling certain issues by creating a policy
3. Communicating the policy
   Ensure employees understand how to work within the policy.
4. Explaining the logic
   Employees will be more accepting of procedures that have reasons clearly linked to performance, safety, and other employer concerns
5. Reading the room

Question 5

What are the 3 employee supports when downsizing?

Answer 5

1. Advance notice
   Some companies are required to give employee advance notice, but often it is voluntary. It gives laid off employees time to process
2. Severance benefits
   Severance pay is a continuation of employee pay after the termination date. It provides financial stability and allows employees to look for employment
   3.Outplacement services
   Includes workshop interviews, resume prep, job leads.

Question 6

The 4 elements of communicaitng employees on layoffs

Answer 6

1. Who - th esupervising manager
2. When - sooner the better
3. where - neutral place
4. how - face to face

Question 7

What is ADR

Answer 7

Alternative Dispute Resolutions. A choice that gives employees the opportunity to contest organisational decisions they think are unfair. An ADR option gives employees confidence that management has good intentions and is trying to do the right thing.
It gives employees a VOICE

Question 8

What is voluntary turnover?

Answer 8

When employees make a personal choice to leave the organisation
An organisation should not eliminate voluntary turnover, but manage it effectively

Question 9

What is a shock

Answer 9

A suddent event that forces the employee to review their current employment situation

Question 10

What are the 5 paths

Answer 10

Path 1: The shock is expected and usually non-job related. They anticipate the event;
Path 2: The shock is unexpected and it “pushes” the employee toward exit;
Path 3: The shock is unexpected and “pulls” the employee toward another opportunity;
Path 4a: Results from dissatisfaction and does not have an alternative job waiting;
Path 4b: Results from dissatisfaction and has an alternative job waiting.

Question 11

What are prequitting behaviours?

Answer 11

managers can identify as early warnings of dissatisfaction-driven turnover. PQBs that are most predictive of turnover within the next 12 months surface through a well-designed performance management system.

Question 12

what are exit conversations

Answer 12

Exit conversations are employee-initiated communications where they communicate their decision to move on.

Question 13

What are exit interviews?

Answer 13

Exit interviews are employer-initiated conversations that are done after the exit. They are used to identify the reasons why an employee left, so the organisation can prevent similar resignations in the future

Question 14

What makes the difference in reactions of shocks?

Answer 14

Embeddedness. icture a web that surrounds an employee with interconnections. The more strands in the employee’s web, the more tightly bound they are to the organisation, making it harder for them to leave.

Question 15

What are 3 eleemnts of on-the-job embeddedness

Answer 15

Fit. Fit describes the extent to which a person’s skills, interests, and values align with their work and organisation;
Links. Links are formal and informal connections between people;
Sacrifice. Sacrifice reflects the cost (real and perceived) associated with leaving the organisation.

Question 16

What is off-the-job embeddedness

Answer 16

Off-the-job embeddedness have the same factors of fit, link, and sacrifice that bind employees to their organisation, that bind employees to their outside-work environment. Changing employers can mean relocating, and losing their previous community, part of the sacrifice they would have to make.

Question 17

What are stay interviews

Answer 17

Stay interviews are targeted conversations on retention. It focuses on what motivates an employee to stick around, what could be better, and how they envision the next stage.

Question 18

What are employment relationships

Answer 18

the legal and psychological bonds that tie an employee and their employer together
exchange between an employee and their employer. The foundation is that employees work, and employers pay.

Question 19

What are other factors that affect employment relationsships?

Answer 19

Legislation -The basic requirements of employment
Expectations -Expectations of both parties - what is to be done and what is acceptable behaviour
Power- Power balance
Behaviour-The behaviour of parties to each other
Emotions and attitudes

Question 20

What are 3 perspectives of the employment relationship

Answer 20

1. Unitarist
2. Pluralist
3. Marxist

Question 21

What is the unitarist view?

Answer 21

Unitarist view is based on a perspective that employers and employees share the same goals - to have a well-functioning organisation. Keeping employees happy is important as it benefits all. Conflicts are due to personality clashes and communication issues, not due to real issues

Question 22

What is a pluralist view?

Answer 22

Sees employers and employee interests as opposing. Employees want to work less for more money, employers want the opposite. Conflicts are inevitable, but the goal is to find consensus

Question 23

What is marxist view

Answer 23

Same as pluralist view, except that it sees conflict as necessary for workers to further their interests. Reducing conflict only benefits managenemt

Question 24

What is the current trend between the views?

Answer 24

There is a shift from pluralism to unitarism

Question 25

What is mutual gains?

Answer 25

Mutual gains comes from the perspective of unitarist view, that employee and employer goals are compatible. It suggests HR practices should be designed to enhance employee wellbeing

Question 26

What is conflicting outcomes perspective

Answer 26

Employer and employee goals are incompatible, and conflict is inevitable. It suggests HR practices are for management benefit, and these practices do not benefit employees and may even harm them

Question 27

Mutual gains are more likely when:

Answer 27

• When HR practices are perceived to create a positive employment relations climate that allows for open dialogue.
• When there is a focus on encouraging employee commitment than controlling behaviour.
• When the amount of HR practices are selective on which to invest in and what is relevant. Law of diminishing returns states that after a certain point, the beneficial outcomes drop for job satisfaction

Question 28

What is employee disiplining

Answer 28

The actions taken by an organisation to its employees for failure to follow the organisation’s rules, standards, and policies

Question 29

What is the best approach to employee discipline?

Answer 29

To prevent undesirable behaviour and correct the behaviour if it happens

Question 30

What are the 2 goals of employee discipline

Answer 30

1. Preventative goals - to deter undesirable behaviour by setting clear consequences for specific actions
2. Corrective goals - guide employees towards acceptable behaviour and performance standards to transgressions

Question 31

What are 3 things employee disipline is important for?

Answer 31

1. Legal compliance - comply with legal and regulatory requirements and reduce the risk of legal challenges
2. Performance improvement - improve performance by addressing counterproductive work behaviour
3. Workplace harmony - create a postiive and respectful work environment by ensuring fair treatment and addressing undesired behaviour

Question 32

What is employee voice?

Answer 32

How employees raise concerns, express their interests, solve problems, and contribute to and participate in workplace decision-making

Question 33

What are the 2 categories of voice?

Answer 33

1. Direct voice - when employees or groups raise issues directly with managers or the HR department. These are more on day-to-day issues
2. Indirect voice - issues raised through representative bodies. These are more on collective issues

Question 34

Pros and cons of voice?

Answer 34

Pros - promotes self-expression, visibility, and increased transparency of workplace practices
Cons - lead to disillusion, frustration, and dissatisfaction

Question 35

Opportunities and challenges with digital voice

Answer 35

O - enables employees to voice their concern publicly but anonymously increased visibility which helps employees feel heard, enhances collective direct voice, and forces management action.
T - It can limit voices by focusing on narrow predefined issues and can restrict two-way dialogue. It can also be easier to silence