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17 Cards in this Set
- Front
- Back
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When Handling Complaints and Grievances do not |
- allow formal grievances that are not covered by the collective agreement - discuss the case with the union steward alone, the complainant show always be present - give long written answers to complaints - refuse grivances on the grounds that your hands are tied - settle grievances on the basis of what seem fair, it should be based on company policy, past practice and precendent or the terms of the collective agreement |
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Type of Employee Communication |
- speak up programs, opinion surveys, open door policies, town hall meetings, electronic buleltin boards, newsletters and lunch and learns |
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Employee Discipline best practices |
- ensure the employee knows and understand the rule and that it was reasonable - provide the employee with some level of control over the process and outcome - provide a clear explanation of the expectations and problem behaviour - document the discussion to ensure continuity of information about the incident |
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Employee Discipline best practices |
- ensure that the dicusssion occur in private - ensure that the discipline is not arbitrary and is consistent with other situations - ensure that a steward is present at any disciplnary meting or discussion -make it clear to the employee that failure to improve or to leave up to expectations outlined could result in further discipline, up to and including termination |
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Culpable Actions |
is a measure of the degree to which an agent, such as a person, can be held morally or legally responsible for action and inaction. |
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Progressive Discipline Procedures |
1. First conference - oral reminder 2. second conference - written reminder 3. decision making leave / suspension |
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Wrongful dismissal |
occurs when the employee dismissal is not in compliance with the law or with a contractual arrangement. |
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Wallace Bump |
where Canada's Supreme Court recognized that dismissals which occur in bad faith or where the employer bullies the employee through the dismissal, will call for unique damages, which practitioners and judges have taken to calling Wallace damages. |
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Bad faith conduct |
requires that employers be truthful, forthright and respectful durning the dismissal process or risk having to provide increased notice and or severance |
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Dimissal with Cause |
when the organization is justified to terminate an employment relationship with no compensatory penalities usually as a result of culpable or blame worth act on teh part of the employeer, for example theft, fraud, serious breach of employer rules, conflict interest, willful miscounduct, gross incompetence, or serious undermining of corporate culture |
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Dismissal Without Cause |
occures when there is no culpable act on the part of the employee (e.g. downsizing) notice or payment in lieu of notice is required |
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Resolution Strategies |
- interested based where the parties though dialogue and negotiation reach an agreement - rights based where the conflict is resolved through determining who has the right and often involves the use of third party adjudication to determine who right is the greatest - power based where the indivudal or group with the most power prevails in the conflict |
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Interests |
there are three distinict types of interest involved in any conflict situation - substantive, process or procedural and psychological or emotional |
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Dimension |
conflict must be managed on three ranges 1. conitive, or how we perceive the conflict 2. emtoional, how we feel about the conflict 3. behavioural, how we act about the conflict |
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Interpersonal trust |
where we trust the other person |
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Procedural Trust |
where we trust the process |
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Stages of Conflict |
- generally recognized as denial, anger and acceptance, |
