Bus 381 - Ch 15 - Employee Relations

Front 1

Strategic Importance of Effective Employee Relations

Back 1

For competitive advantage, employees must be motivated and engaged in pursuing organizational goals

Ensure employees are treated ethically, fairly, and legally

Front 2

Employee Engagement

Back 2

A positive, fulfilling, work-related state of mind characterized by vigour, dedication, and absorption

Front 3

Outcomes of Engagement

Back 3

employees’ highest productivity
best ideas
genuine commitment to the success of the organization
improvements in service quality, customer satisfaction, and long-term financial results
serves the individual, fulfilling a basic human need to be connected to worthwhile endeavours and make a significant contribution
engagement is good for the company and good for the employee

Front 4

What does Employee Rights guarantee?

Back 4

Guarantees fair treatment from employers, particularly regarding an employee’s right to privacy.

Front 5

Pathological Contract

Back 5

expectations of a fair exchange of employment obligations between an employee and employer

Front 6

Job Expectancy Rights

Back 6

Employees expect certain rights associated with fair and equitable employment, including:
- Privacy
- Just cause disciplinary and discharge procedures

Front 7

What is employee concern with employee monitoring?

Back 7

employees are concerned with privacy—their control over information about themselves and their freedom from unjustifiable interference in their personal life

Front 8

Personal Information Protection and Electronic Documents Act (PIPEDA)

Back 8

governs the collection, use, and disclosure of personal information across Canada, including employers’ collection and dissemination of personal information about employees

employers must obtain consent from employees whenever personal information is collected, used, or disclosed (ie. when they want to monitor)

Front 9

How to Effective Communicate to employees

Back 9

suggestion programs
employee opinion surveys
communication from management

Front 10

What does pre-retirement counselling

Back 10

counselling provided to employees some months (or even years) before retirement, which covers such matters as benefits advice, second careers, and so on

Front 11

Baby Boomers affect on retirement

Back 11

- longstanding trend to early retirement will change
- late retirement will be promoted to help ease labour shortage
- joint retirement issues for dual-career couples will increase
- flexibility in retirement arrangements will increase dramatically

Front 12

Discipline

Back 12

a procedure intended to correct an employee’s behaviour because a rule or procedure has been violated

Front 13

Dismissal

Back 13

involuntary termination of an employee’s employment

Front 14

Due Process

Back 14

Employers should outline and adhere to proper rules and procedures for disciplinary actions and give employees the opportunity to respond to allegations

Front 15

Hot Stove Rule

Back 15

Rule of discipline that can be compared with a hot stove in that it gives warning, is effective immediately, is enforced consistently, and applies to all employees in an impersonal and unbiased way.

Front 16

Progressive Discipline

Back 16

Application of corrective measures by increasing degrees.

Employees always know where they stand regarding offences.
Employees know what improvement is expected of them.
Employees understand what will happen next if improvement is not made.

Front 17

Layoff

Back 17

the temporary withdrawal of employment to workers for economic or business reasons (often in a unionized environment).
May be recalled back to the workplace.

Front 18

Downsizing

Back 18

process of permanently reducing, usually dramatically, the number of people employed by the firm

Front 19

Group termination laws

Back 19

laws that require an employer to provide more notice in the event that an employer decides to terminate a group of employees

Front 20

Reasonable Notice (Terminating Not For Cause
)

Back 20

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

Considers employee’s age, length of service, salary, occupational status, labour market conditions

Front 21

Just Cause for Dismissal

Back 21

Includes any act by the employee that could have serious negative effects on the organization or its reputation

Example: incompetent work performance or employee misconduct e.g. theft, fraud, dishonesty

Front 22

Constructive Dismissal

Back 22

Changing an employee’s working conditions such that compensation, status or prestige is reduced.

Front 23

Wrongful Dismissal

Back 23

an employee dismissal that does not comply with the law or does not comply with a written or implied contractual arrangement

Front 24

To Dismiss for Just Cause employers must show...

Back 24

The employer must document and prove serious misconduct or incompetence on the part of the employee

Requirements to dismiss:
Reasonable performance standards
Reasonable time for improvement
training offered for improvement
Evidence / documentation of warnings
Documents of continual failure to perform
Consistency between employees in similar situations
Follow termination procedures

Front 25

Employee Conduct Outside the Workplace

Back 25

Organizations that want to discipline employees for off-duty misconduct must establish a clear relationship between the misconduct and its negative effect on other employees or the organization.

Front 26

Termination Interview

Back 26

The interview in which an employee is informed of the fact that he or she has been dismissed

Front 27

Guidelines for Termination Interview

Back 27

Step 1: Plan the Interview
Step 2: Get to the Point
Step 3: Describe the Situation
Step 4: Listen
Step 5: Review All Elements of the Severance Package
Step 6: Identify the Next Step