2. Al Abbas Group of Companies Al Abbas umbrella have the following group companies. Power Cement Al Abbas Industries (Steel Mill) Javedan Cement Limited Al Abbas Sugar Mills Al Abbas Holdings Ghani Holdings 2
3. VISION AL-ABBAS Group of Companies aims to be recognized nationally and internationally as a successful Manufacturer in our field of specialty. 3
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5. Employee Rights Rules Specific guidelines that regulate and restrict the behavior of individuals. “The limits on what we do” Procedures Customary methods of handling activities “How we do it” Policies General guidelines that focus organizational actions. “Why we do it” Employee Rights 6
10. Discipline 11 Organizational culture of avoiding discipline Lack of support by higher management Fear of lawsuits Avoidance of time loss Guilt about past behavior Fear of loss of friendship Reasons Why Managers Might Not Use Discipline
11. Discipline Steps at Al Abbas Verbal Warning Written Reprimand Suspension Termination
12. GAP ANALYSIS Need Hand book for Employee Rights. No Proper Training for Employee Rights. Management focus need. Should have some extra budget for employee Rights No Special fund for employees, who are disable during duty. Need Medical allowance for Process workers. No Encourage on positive Discipline. 13
13. Recommendations : 14 Encourage employees to monitor their own behaviors and assume responsibility for their actions Supervisor uses counseling skills to motivate the employee to change Train supervisors in giving feedback and using positive discipline. Example : An employee consistently come on time and no surprise leaves should have some reward like employee of the month. Positive Discipline
14. Cont , , , , , , , , , , , , 15 Biasness Every disciplinary situation must be handled in exactly the same way. Example : If manager violate he may only warned or no action taken; but if worker violate he may be terminate or took very serious action. This may creates panic in the organization.
15. 16 Cont , , , , , , , , , , , , Purpose of Discipline To modify behavior, not to punish To close the gap between an employee’s unacceptable behavior and the required standard of performance To give employees the opportunity to improve themselves and their behavior Supervisor’s role is that of a coach; not judge, jury, and executioner Keep in mind that Organization polish the employees not to spoil them.
16. Cont , , , , , , , , , , , , 17 Improve the Culture Improve the culture. Management should play as a role model. Top to Bottom Approach.
17. Cont , , , , , , , , , , , , 18 Disciplinary Action Policy Should have written disciplinary policy in which briefly describes the What, IF Scenarios.
18. Cont , , , , , , , , , , , , Just Cause Standard of Discipline Notification Was employee forewarned of disciplinary consequences of his or her conduct? Reasonable Rule Was the rule the employee violated reasonably related to safe and efficient operations? Investigation Before the Discipline Did managers conduct an investigation into misconduct before administering discipline?
19. Cont , , , , , , , , , , , , Just Cause Standard of Discipline Fair Investigation Was investigation fair and impartial? Proof of Guilt Did investigation provide substantial evidence or proof of guilt? Absence of Discrimination Were rules, orders and penalties of disciplinary action applied without discrimination? Reasonable Penalty Was disciplinary penalty reasonably related to seriousness of rule violation?
20. Standard Procedure for Disciplinary Actions An employee’s right to express his/her side of the story concerning their alleged offense. There must be evidence that the employee clearly understood their job responsibilities, behavioral expectations, and performance gauges. There should be paperwork proving counseling or training efforts used to help modify the employee’s behavior or performance. There should be evidence of continued misconduct in spite of warnings and counseling. Management must have addressed the behavior issue in a timely manner or the employee can be justified in his/her behavior. It must be proven that the employee’s problem was related to their job and that non-bias action was imposed which had been consistently applied in the past. The punishment must fit the crime as well as the employee’s record. 21
21. Discharge: Last Disciplinary Step Termination Process Coordinate manager and HR review Select a neutral location Conduct the termination meeting Have HR discuss termination benefits Escort the employee from the building Notify the department staff Separation Agreement 22
22. Separation Agreement 23 Terminated employee agrees not to sue the employer, in exchange for specified benefits.
