Ch04[1]

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Ch04[1]

  1. 1. Chapter 4 Employee Rights and HR Communications Fundamentals of Human Resource Management Eighth Edition DeCenzo and Robbins
  2. 2. The Employment-at-Will Doctrine <ul><li>Exceptions to the Doctrine: </li></ul><ul><ul><li>Implied employment contract: verbal or written statements made by members of the organization, such as promises of job security or statements in an employee handbook. </li></ul></ul><ul><ul><li>Breach of good faith: An employer breaches a promise or abuses its managerial powers. </li></ul></ul>
  3. 3. Discipline and Employee Rights <ul><li>Discipline </li></ul><ul><ul><li>A condition where employees conduct themselves in accordance with the organization’s rules and standards of acceptable behavior. </li></ul></ul>
  4. 4. Discipline and Employee Rights <ul><li>Factors to consider when disciplining </li></ul><ul><ul><li>Seriousness of the problem </li></ul></ul><ul><ul><li>Duration of the problem </li></ul></ul><ul><ul><li>Frequency and nature of the problem </li></ul></ul><ul><ul><li>Extenuating factors </li></ul></ul><ul><ul><li>Degree of socialization </li></ul></ul><ul><ul><li>History of organization’s discipline practices </li></ul></ul><ul><ul><li>Management backing </li></ul></ul>
  5. 5. Discipline and Employee Rights <ul><li>The most frequent violations requiring disciplinary action involve </li></ul><ul><ul><li>Attendance </li></ul></ul><ul><ul><li>On-the-job behaviors </li></ul></ul><ul><ul><li>Dishonesty </li></ul></ul><ul><ul><li>Outside activities </li></ul></ul>
  6. 6. Discipline and Employee Rights <ul><li>Disciplinary Guidelines </li></ul><ul><ul><li>Make disciplinary action corrective rather than punitive. </li></ul></ul><ul><ul><li>Make disciplinary action progressive; i.e. verbal warning, written warning, suspension, dismissal. </li></ul></ul>
  7. 7. Discipline and Employee Rights <ul><li>Disciplinary Actions </li></ul><ul><ul><li>Written verbal warning </li></ul></ul><ul><ul><li>Written warning </li></ul></ul><ul><ul><li>Suspension </li></ul></ul><ul><ul><li>Dismissal </li></ul></ul>
  8. 8. Employee Counseling <ul><li>This approach is most appropriate when a performance problem is not amenable to training and development or mentoring and coaching. </li></ul>
  9. 9. Employee Counseling <ul><li>Listen to the employee to uncover the reason for poor performance. </li></ul><ul><li>Focus on performance-related behaviors </li></ul><ul><li>Get the employee to accept the problem, and work to find solutions. </li></ul><ul><li>Managers are not expected to solve employee’s personal problems </li></ul><ul><li>Employee Assistance Program </li></ul>
  10. 10. Glass ceiling effect <ul><li>An invisible barrier for women or female worker that holds themselves up in their carrier ladder. </li></ul><ul><li>HRM </li></ul><ul><li>Hrm is the function within an organization that focus on recruitment, selection, compensation, performance, organization development, safety, wellness, benefits, employees motivation, communication, administration and training. </li></ul>

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