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Dessler_hrm16_PPT_14.pptx
1.
Human Resource Management Sixteenth
Edition, Global Edition Chapter 14 Building Positive Employee Relations Copyright © 2020 Pearson Education Ltd. All Rights Reserved
2.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Learning Objectives (1 of 2) 14.1 Define employee relations. 14.2 Discuss at least four methods for managing employee relations. 14.3 Explain what is meant by ethical behavior.
3.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Learning Objectives (2 of 2) 14.4 Explain what is meant by fair disciplinary practices 14.5 Answer the question, “How do companies become “Best Companies to Work for?
4.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Learning Objective 14.1: Define Employee Relations
5.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved What is Employee Relations? • Employee Relations – the activity that involves establishing and maintaining the positive employee-employer relationships that contribute to satisfactory productivity, motivation, morale, and discipline, and to maintaining a positive, productive, and cohesive work environment.
6.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Learning Objective 14.2: Discuss at Least Four Methods for Managing Employee Relations
7.
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Pearson Education Ltd. All Rights Reserved Employee Relations Programs for Building and Maintaining Positive Employee Relations • Ensuring fair treatment – Reflects concrete actions such as “employees are treated with respect,” and “employees are treated fairly” – Research Insight ▪ Procedural Justice ▪ Distributive Justice
8.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Improving Performance: The Strategic Context A New HR Strategy at the Foxconn Plant in Shenzhen, China Let’s talk about it…
9.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Bullying and Victimization 1. Imbalance of Power 2. Intent to Cause Harm 3. Repetition – Verbal – Social – Physical – Cyberbullying
10.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Improving Employee Relations Through Communication Programs • Different Types – Focus groups – Suggestion boxes – Hotlines – Exit interviews – Open-door policies – MBWA • Organizational Climate Surveys
11.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Develop Employee Recognition/ Relations Programs • Service award program – Reviewing tenure of existing employees – Establishing meaningful award periods • Recognition program
12.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Use Employee Involvement Programs • Employee relations tend to improve when employees become involved with the company in positive ways • Focus groups • Social media
13.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Employee Involvement • Using employee involvement teams – Suggestion Teams – Problem-Solving Teams – Quality Circle – Self-Managing/Self-Directed Work Team • Using suggestion systems
14.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Improving Performance: HR as a Profit Center The Cost-Effective Suggestion System Let’s talk about it…
15.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Learning Objective 14.3: Explain What Is Meant by Ethical Behavior
16.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved The Ethical Organization Figure 14-2 The Wall Street Journal Workplace Ethics Quiz Source: Ethics and Compliance Officer Association, Waltham, MA, and the Ethical Leadership Group, Global Compliance’s Expert Advisors, Wilmette, IL. (printed in the Wall Street Journal, October 21, 1999, pp. B1–B4). © 1999 by Ethics and Compliance Officer Association. Reprinted by permission. All rights reserved
17.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Ethics and Employee Rights • Although ethics, fairness, and morality help govern how employers treat their employees, the enforceable rights embedded in employment law also govern what employers and employees can do.
18.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved What Shapes Ethical Behavior at Work? • Three factors combine to determine the ethical choices we make – The person (bad apples) – Situations (bad cases) – Company Environment (bad barrels) ▪ Pressures ▪ Organizational culture
19.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved How Any Manager Can Create More Ethical Environments • Reduce Job-related pressures • Make it clear what’s okay and not okay • Model the behavior (“Walk The Talk”) • Reinforce the desired behavior, not the undesirable behavior • Take it seriously
20.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved How Human Resource Managers Can Create More Ethical Environments (1 of 2) • Institute ethical polices and codes • Enforce the rules • Encourage whistleblowers • Foster an ethical culture
21.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Improving Performance: HR Tools for Line Managers and Small Businesses Small Business Ethics Let’s talk about it…
22.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved How Human Resource Managers Can Create More Ethical Environments (2 of 2) • Hire Right • Use Ethics Training • Use Rewards and Discipline • Institute Employee Privacy Policies
23.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Know Your Employment Law Electronic Monitoring Let’s take a look…
24.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Monitoring Acknowledgment Figure 14-3 Sample E-Mail Monitoring Acknowledgment Statement
25.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Learning Objective 14.4: Explain What Is Meant by Fair Disciplinary Practices
26.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Managing Employee Discipline • The purpose of discipline is to encourage employees to behave sensibly at work (where sensible means adhering to rules and regulations). • Positive employee relations • Legal concerns
27.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved The Three Pillars of Fair Discipline 1. Rules & Regulations 2. Progressive Penalties 3. Appeal Process
28.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Diversity Counts • Comparing Males and Females in a Discipline Situation
29.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved How to Discipline an Employee (1 of 5) 1. Make sure the evidence supports the charge of employee wrongdoing. 2. Adequately warn the employee of the disciplinary consequences of his or her alleged misconduct. 3. Have the employee sign a form.
30.
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Pearson Education Ltd. All Rights Reserved How to Discipline an Employee (2 of 5) Figure 14-4 Report of Employee Discipline
31.
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Pearson Education Ltd. All Rights Reserved How to Discipline an Employee (3 of 5) 5. The rule that allegedly was violated should be “reasonably related to the efficient and safe operation of the particular work environment.” 6. Objectively investigate the matter. 7. The investigation should produce substantial evidence of misconduct. 8. Apply applicable rules, orders, or penalties without discrimination.
32.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved How to Discipline an Employee (4 of 5) 9. Make sure to protect the employees’ due process rights. 10.Maintain the employee’s right to counsel. 11.Keep dignity. 12.Listen to what the person has to say. 13.Burden of Proof (employer).
33.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved How to Discipline an Employee (5 of 5) 14.Get the Facts. 15.Don’t Act while angry.
34.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Discipline Without Punishment • Issue an oral reminder. • Should another incident arise, issue a formal written reminder and place in the personnel file. • Give “decision-making leave.” • Dismissal if behavior repeats. – Purge the paid suspension if no further incidents
35.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Learning Objective 14.5: Answer the Question, “How Do Companies Become ‘Best Companies to Work for’?”
36.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Employee Engagement Guide for Managers • How Companies Become “Best Companies to Work For” • The Great Place to Work Institution defines a great workplace • Three examples – SAS – Google – FedEx
37.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved SAS • Great Benefits, Trust, and Work-Life Balance
38.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Google • Happiness and People Analytics
39.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved FedEx • Guaranteed Fair Treatment
40.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved A “Best Company” Human Resources Philosophy? • Cultivate trust • Ensure fair treatment of employees • Respect employees • HR philosophies may well be the “magic sauce” that explains why great companies to work for are great.
41.
Copyright © 2020
Pearson Education Ltd. All Rights Reserved Chapter 14 Review What you should now know….
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