Transcript Maintaining High Performance

Maintaining High Performance
(A Shift from ER to LR)
Week 11
2BC3
__________________________
Dr. Teal McAteer
DeGroote School of Business
Employee Commitment
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Trust in senior leadership
A chance to use skills on the job
Job security
Competitiveness of rewards
The quality of the organization’s
products/services
• The absence of work-related stress; and
• The honesty and integrity of the
employer’s business conduct
Why are Good Employee Relations
Practices Important?
• Improve productivity
• Ensure implementation of organizational
strategies
• Reduce employment costs
• Help employees grow and develop
5 Key Dimensions of Employee
Relations
Employee
Involvement
Employee
Rights
Employee
Discipline
GOOD
EMPLOYEE
RELATIONS
Employee
Communication
Employee
Counselling
Employee Counselling
Definition:
• Discussion of a problem with an
employee, to help the employee
better cope with the problem
Employee Counselling – Functions
(Stress Management Coaching)
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Advice
Reassurance
Communication
Release of emotional tension
Clarified thinking
Reorientation
Employee Assistance Programs
• Employee and Family Assistance
Programs (EFAP)
• Workplace provides access to professional
counselling services for employees and
their families
• Comprehensive company programs that
seek to help employees overcome
personal and work-related problems
Employee Discipline
• Discipline is management action to
encourage compliance with organizational
standards
• Preventive Discipline
– Action taken prior to any infraction to
encourage employees to follow the rules
• Corrective Discipline
– Action that follows a rule infraction and seeks
to discourage further infractions
Restrictions on Discipline
• Union contracts
• Government legislation
• Due process
• Hot-stove rule
Progressive Discipline
• A type of discipline whereby there are
stronger penalties for repeated offences
e.g. verbal reprimand, written reprimand
• . . . “up to and including termination”
• Reasonable time frame
Positive Discipline
• Positive discipline takes a problemsolving approach to resolve the
performance or behaviour issue:
– focus on the specific problem, rather than the
employee’s attitude or personality
– gain agreement that a performance problem
exists and that the employee is responsible
– take a problem-solving approach
– document commitments made
– follow-up
Dismissal
• Just Cause
° Incompetent work performance
° Employee misconduct
• Without Cause
° Business or economic reasons
• Wrongful dismissal
° Employment Standards Act (non-union)
Dismissing an Incompetent
Employee
Reasonable & Reasonable
objective
time
performance
given to
standards
improve
Show that
employee
was
given time,
training, etc.
Evidence
of
warnings
Requirements to Dismiss
Document
failure to
meet
standards
Constructive Dismissal
• A major change in the employment terms
that results in an employee resigning, may
be considered constructive dismissal
– e.g. significant change in job function,
demotion, demand for an employee’s
resignation, forced transfer
Reasonable Notice &
Severance
• When an employer does not have just
cause for dismissal, “reasonable notice” or
compensation in lieu of notice must be
provided.
• Reasonable Notice or Severance
Considerations:
– Employee’s age, length of service, salary,
occupational status, labour and market
conditions
Managing the Dismissal
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prepare for the interview and rehearse
ask “how would I like to be treated?”
get to the point
select the time and place
have necessary information ready
notify others to ensure duties are covered
? special security
discuss with colleagues who have
experience
Employee Rights
• Right to privacy
• Right to fair treatment
• Rights in business closings and workplace
restructuring
Employee Involvement
• Employee involvement interventions
• High involvement work practices
• Employee self-service
Employee Communication
• Downward communication systems
– in-house publications
– Information booklets
– Employee bulletins
– Pre-recorded messages
– Electronic communication
– Information sharing and open book
management
• Upward communication systems
– Grapevine
– Electronic communication
– In-house complaint procedures
– Manager-employee meetings
– Suggestion systems
– Employee attitude/opinion surveys
Job Security, Downsizing, and
Employee Retention
• No-layoff policies
• Organizational downsizing
• Retaining top performers
• Telecommuting