4Milestone Three Global HR, Diversity, Risk Management,.docx

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Milestone Three: Global HR, Diversity, Risk Management, and
Social Responsibility
Deyanira Diaz
Southern New Hampshire University
OL 600
Professor Blakeley
12/25/2022
Milestone Three
Diversity and Inclusion
Generation differences are evident in the workplace today. A
generation refers to a group of people in a specific age bracket
with the same ideas, attitudes, values, etc. There are five
generations in a workplace: Traditionalists (born 1925 to 1942),
Baby Boomers (1946 to 1964), Gen X (born 1965-1980),
Millennials (born 1981 to 1996), and Gen Z (born 1997 to
2013). Having different age groups within the workplace is a
form of diversity.
Traditionalists are the oldest employees in the workplace. They
were shaped by World War Two and the Great Depression. This
generation comprised patriotic, conservative, and disciplined
employees. Baby Boomers were born after WWII. They
experienced significant economic growth and space exploration.
On the other hand, Gen Xers experienced increased divorce
rates, single-parent households, and women's employment
(Cooney, 2021). Most of the members found themselves home
alone while their parents worked. Millennials – the largest
generation in the workplace – grew up during the economic

growth in the 1990s. They are technologically savvy,
entrepreneurial, flexible, risk-takers, and conscious. And lastly,
members of Gen Z are the newest segment of the workforce.
They grew up with the internet, technology, and social media.
A company can take various strategies to manage a diverse
workforce. One strategy is building collaborative relationships.
Collaboration allows employees to come together to achieve a
common organizational goal. The other strategy is promoting
cross-generational mentoring (Knight, 2014). The strategy
entails pairing employees from different generations for mutual
growth and learning. That can help employees understand and
familiarize themselves with the characteristics and qualities of
each generation, thus bringing different generations closer and
establishing a more productive and positive work environment.
For instance, the younger generation can teach the older ones
the importance of social media and the internet in business.
Meanwhile, the older generation can share institutional
knowledge with the younger workers.
Risk Management
Organizations can use different HR policies and activities to
mitigate risk. First, the HR department must be familiar with
employment and labor laws that the organization must follow.
These include Title VII of the Civil Rights Act; the Age
Discrimination in Employment Act; the Americans with
Disabilities Act; the Equal Pay Act; etc. Noncompliance may
lead to lawsuits and severe penalties. Additionally, the HR
department should create HR policies to ensure compliance to
employment laws. These are formal rules and procedures that
guide employer-employee relationships in the workplace.
Furthermore, the HR department should create a good
recruitment plan to hire good employees. Hiring new employees
without a proper plan may present challenges in the future
(Hyseni, 2011). Lastly, the organization should build a good
corporate culture. The HR representative should identify the
various behaviors and characteristics contributing to an
unhealthy working environment and communicate them to

employees. A bad organizational culture can lead to
dissatisfaction and unhappiness, driving employees to seek
employment elsewhere. High employee turnover can directly
affect company profitability and revenue.
Corporate Social Responsibility
Corporate social responsibility (CSR) is a business practice
where an organization integrates environmental and social
concerns into its business operations. HR plays a key role in
establishing a culture of social responsibility in a company. The
HR department ensures equal employment opportunities, work-
life balance, employee empowerment, responsible recruitment,
inclusion, skill-enhancing human resource practices, and
employee rewards for participating in CSR activities (Frangieh
& Yaacoub, 2019). These activities foster a culture of social
responsibility. The HR department can also encourage
community and social connections among the workers.
Employees and the company can connect with the community
through corporate sponsorship events, community programs, and
donation matches. The goal is to get every organization member
to consider corporate social responsibility or sustainability
across different business operations. Overall, creating and
fostering a culture of social responsibility can greatly benefit an
organization. It can improve employee engagement, customer
loyalty and retention, brand image, and employee behavior in
the workplace.
HR in the Global Context
As an organization expands into new regions, it is necessary to
prepare employees for the expatriate assignment to be a success.
First, the organization should prepare employees for culture
shock. Working practices are different from country to country,
so employees must be briefed on where they will be working
and living to prepare for any potential challenges. The
organization should also organize mentoring programs. A new
expatriate should have a mentor at home and in the new
destination. The mentor should have a common cultural
experience with the new expatriate to alleviate and address the

challenges international assignees always experience abroad.
The mentor may discuss meeting etiquette, gender issues,
management style, hierarchy, decision-making style, and
negotiation style (Aberg, 2020). Research has shown that
mentoring improves job satisfaction, career commitment, and
employee engagement. Lastly, the company should provide
language training. Mastering important phrases and basic
vocabulary will make it easier to travel abroad, connect with the
locals, and speak with new colleagues. In other words, language
training minimizes language barriers and helps expats form
strong relationships with the locals and new colleagues.
References
Aberg, J. (2020). How to prepare employees for new
international assignments. LinkedIn. Retrieved from:
https://www.linkedin.com/pulse/how-prepare-

employees-new-international-assignments-josefine-aberg-1c
Cooney, M. (2021). Understanding Generational Diversity: Why
It's Important To The Future Workplace. Retrieved from:
https://www.linkedin.com/pulse/understanding-
generational-diversity-why-its-future-mary-cooney-phd
Frangieh, C. G., & Yaacoub, H. K. (2019). Socially Responsible
Human Resource Practices: Disclosures of the World’s Best
Multinational Workplaces. Social Responsibility Journal, 15(3),
277-295.
Hyseni, V. (2021). The Importance of HR Risk Management.
PECB. Retrieved from:
https://pecb.com/article/the-importance-of-hr-risk-
management
Knight, R. (2014). Managing People from 5 Generations.
Harvard Business Review.
The mission of the University is to prepare graduates who
demonstrate commitment to social justice, intellectual pursuit,
and service to humanity.
The DNP program focuses on nurse leadership and provides the
student with the opportunity to develop and implement a quality
improvement project within a selected practice site. Even
though the quality improvement project does not include direct
patient care, the intervention should focus on patient outcomes.
An example would be to develop a protocol or policy and lead
other health care professionals to implement the intervention at
the practice site. It is highly recommended the student have a
project mentor and practice site prior to starting the program.
Reflecting on the focus of the Doctor of Nursing Practice in
Leadership and the mission of university, submit an essay that
discusses
all three of the following topics:
1. How obtaining a Doctor of Nursing Practice (DNP) degree in

leadership will align with your current or future role as a nurse
leader and the mission of university?
2. The knowledge, skills, and/or abilities you possess that will
enable you to successfully earn the DNP degree.
As a DNP student you will be required to complete a scholarly
project.
A. Identify a problem or a topic of interest in nursing that you
would like to propose for the DNP scholarly project.
B. Identify a practice site(s) where your scholarly project could
be potentially implemented
This essay will be evaluated based on the applicant’s ability to
follow the essay instructions, using a logical/organized thought
process, while demonstrating command of the English language
and compliance with APA formatting and style guidelines. Ideas
should be clear. Applicants are highly encouraged to provide
current evidence support ideas. The paper should be double
spaced and no longer than 3 pages in length. Cover and
reference pages are not included in the page limit.
Please note: The submission of a potential DNP project idea
does not guarantee its future acceptance as a scholarly project
after the student is admitted to the DNP program.
DNP scholarly project.
Topic of interest: The effectiveness and adverse effect of
Clozaril/Clozapine for individual with schizophrenia

OL 600 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a strategic HR
plan. The final product represents an authentic demonstration of
competency because it is
important for HR professionals to gain management support and
buy-in for HR involvement from a strategic perspective in the
achievement of organizational
goals. This assignment will involve creating a strategic plan
that focuses on achieving goals that have influence across the
organization. The project is divided into
three milestones, which will be submitted at various points
throughout the course to scaffold learning and ensure quality
final submissions. These milestones
will be submitted in Modules Three, Five, and Seven. The final
product will be submitted in Module Nine.
In this assignment, you will demonstrate your mastery of the
following course outcomes:
the recruitment and retention of qualified talent within an

organization
effectiveness based on an analysis of internal elements
organization for mitigating risks
hat incorporate relevant human
resources behavioral competencies in addressing organizational
issues
Prompt
For the final project, you will assume the role of an HR
professional for an organization. You will apply technical and
behavioral competencies to develop
strategic HR initiatives across the organization. You will be
required to support the organization’s recommendations using
data, specific examples, and detailed
explanations of how these HR initiatives address organizational
goals.
Specifically, the following critical elements must be addressed:
I. People: In this section, you will develop strategic HR
initiatives around acquiring and retaining qualified talent for an
organization. Provide specific
examples.
A. Talent Acquisition: Determine appropriate strategies for
acquiring qualified talent, and explain how the strategies
support organizational goals.
B. Employee Engagement and Retention: Determine appropriate
employee engagement strategies and explain how this approach
will increase

retention.
C. Learning and Development: Determine learning and
development opportunities aimed toward attracting and
retaining qualified talent within
the organization.
D. Total Rewards: Identify appropriate total rewards strategies
to increase employee retention, and explain how these strategies
support the goals
of the organization.
1
II. Organization: In this section, you will analyze employee and

labor relations that positively impact organizational
effectiveness. Provide specific
examples.
A. Employee Discipline: Analyze punitive and nonpunitive
disciplinary approaches, and explain their impacts on employee
relations.
B. Performance Management: Determine the elements of an
effective performance management system, and explain how
well the employer’s
system meets organizational needs.
C. Employee and Labor Relations: Determine the differences
between union grievance procedures and nonunion complaint
processes, and
describe improvements that could be made to a nonunion
complaint process.
III. Workplace: In this section, you will analyze external factors
that influence organizational effectiveness while mitigating
risk. Provide specific examples.
A. Diversity and Inclusion: Explain generational differences
within the workplace, and describe appropriate strategies for
managing a diverse
workforce.
B. Risk Management: Determine appropriate proactive HR
activities and policies for mitigating risk, and explain how these
strategies can be used
within the organization.
C. Corporate Social Responsibility: Describe HR’s role in
creating a culture of social responsibility within the
organization and the organization’s
community.

D. HR in the Global Context: Determine appropriate strategies
for properly preparing employees for an expatriate assignment,
and explain how
these approaches ensure ongoing engagement.
IV. Behavioral Competencies: In this section, you will
determine strategic HR initiatives that support people,
organization, and workplace under the
technical competency while selecting the most appropriate
behavioral competencies. You must select at least one
behavioral competency in addressing
each domain (i.e., business, leadership, or interpersonal).
A. Determine HR initiatives that support the people technical
competency and explain which behavioral competencies within
the business domain
are the most appropriate.
B. Determine HR initiatives that support the organization
technical competency and explain which behavioral
competencies within the leadership
domain are the most appropriate.
C. Determine HR initiatives that support the workplace
technical competency and explain which behavioral
competencies within the interpersonal
domain are the most appropriate.
D. Recommend strategic HR initiatives across the organization
that utilize a combination of behavioral competencies, and
explain why this is the
most appropriate approach.
Milestones
Milestone One: Employee Engagement and Retention

In Module Three, you will analyze HR strategic engagement
initiatives for attracting, retaining, and rewarding employees.
The four critical element focus on
talent acquisition, employee engagement and retention, learning
and development, and total rewards. This milestone will be
graded with the Milestone One
Rubric.
2
Milestone Two: Performance Management: Employee and Labor
Relations
In Module Five, you will analyze HR strategic initiatives of
employee and labor relations that positively impact

organizational effectiveness. The three critical
element focus on employee discipline, performance
management, and employee and labor relations. This milestone
will be graded with the Milestone Two
Rubric.
Milestone Three: Global HR, Diversity, Risk Management, and
Social Responsibility
In Module Seven, you will analyze HR strategic initiatives of
managing HR globally, diversity and inclusion, risk
management, and social corporate responsibility
that impact an organization’s strategic goals. This milestone
will be graded with the Milestone Three Rubric.
Final Submission: Strategic HR Plan
In Module Nine, you will submit your final project. It should
address each of the four sections of the final project (People,
Organization, Workplace, and
Behavioral Competencies) that focus on HR initiatives that
move across an organization. It should be a complete, polished
artifact containing all of the critical
elements of the final product. It should reflect the incorporation
of feedback gained throughout the course. This submission will
be graded with the Final
Project Rubric.
Deliverables
Milestone Deliverable Module Due Grading
One Employee Engagement and Retention Three Graded
separately; Final Project Milestone One Rubric
Two Performance Management: Employee and
Labor Relations
Five Graded separately; Final Project Milestone Two Rubric

Three Global HR, Diversity, Risk Management,
and Social Responsibility
Seven Graded separately; Final Project Milestone Three Rubric
Final Submission: Strategic HR Plan Nine Graded separately;
Final Project Rubric (this document)
Final Project Rubric
Guidelines for Submission: Your strategic HR plan must be 12
to 15 pages in length (plus a cover page and references). Use
double spacing, 12-point Times New
Roman font, and one-inch margins. You should use current APA
style guidelines for your citations and reference list.
3
Critical Elements Exemplary (100%) Proficient (90%) Needs
Improvement (70%) Not Evident (0%) Value
People: Talent
Acquisition

Meets “Proficient” criteria and
examples demonstrate a
complex grasp of how strategies
for acquiring qualified talent
support organizational goals
Determines appropriate
strategies for acquiring qualified
talent and explains how these
strategies support
organizational goals, using
specific examples
strategies for acquiring
qualified talent and explains
how these strategies support
organizational goals, using
specific examples, but
explanation is cursory or
contains inaccuracies, or
examples are inappropriate
Does not determine
appropriate strategies for
acquiring qualified talent
6
People: Employee
Engagement and
Retention

complex grasp of how
employee engagement
strategies will increase
retention
employee engagement
strategies and explains how
these approaches will increase
retention, using specific
examples
employee engagement
strategies and explains how
these approaches will increase
retention, using specific
examples, but explanation is
cursory or contains
inaccuracies, or examples are
inappropriate
Does not determine
appropriate employee
engagement strategies
6
People: Learning and
Development
complex grasp of learning and

development opportunities
aimed toward attracting and
retaining qualified talent
Determines learning and
the organization, using specific
examples
Determines learning and
the organization, using specific
examples, but examples are
inappropriate
Does not determine learning
and development opportunities
retaining qualified talent
6
People: Total
Rewards
complex grasp of how total
rewards strategies support the
goals of an organization

Identifies appropriate total
rewards strategies to increase
employee retention and
explains how these strategies
support the goals of an
organization, using specific
examples
Identifies appropriate total
rewards strategies to increase
employee retention and
explains how these strategies
support the goals of an
organization, using specific
examples, but explanation is
cursory or contains
inaccuracies, or examples are
inappropriate
Does not identify appropriate
total rewards strategies to
increase employee retention
6
4

Organization:
Employee Discipline
complex grasp of how punitive
and nonpunitive disciplinary
approaches impact employee
relations
Analyzes punitive and
nonpunitive disciplinary
approaches and explains their
impacts on employee relations,
using specific examples
Analyzes punitive and
approaches and explains their
impacts on employee relations,
using specific examples, but
Does not analyze punitive and
approaches
8
Organization:
Performance
Management

complex grasp of how elements
of an effective performance
management system meet
organizational needs
Determines the elements of an
effective performance
management system and
explains how well the
employer’s system meets
organizational needs, using
specific examples
Determines the elements of an
effective performance
management system and
explains how well the
employer’s system meets
organizational needs, using
Does not determine the
elements of an effective
performance management
system
8
Organization:
Employee and Labor

Relations
complex grasp of improvements
that could be made to a
nonunion complaint process
Determines the differences
between union grievance
procedures and nonunion
complaint processes and
describes improvements that
could be made to a nonunion
complaint process, using
specific examples
Determines the differences
between union grievance
procedures and nonunion
complaint processes and
describes improvements that
could be made to a nonunion
complaint process, using
description is cursory or
Does not determine the
differences between union
grievance procedures and
nonunion complaint processes
8

Workplace: Diversity
and Inclusion
examples provided
demonstrate a complex grasp of
managing a diverse workforce
Explains generational
differences within the
workplace and describes
managing a diverse workforce,
Explains generational
workplace and describes
managing a diverse workforce,
Does not explain generational
workplace
6
5

Workplace: Risk
Management
examples provided
how HR activities and policies
can be used within the
organization to mitigate risk
proactive HR activities and

policies for mitigating risk and
explains how these can be used
within the organization, using
specific examples
proactive HR activities and
policies for mitigating risk and
explains how these can be used
within the organization, using
Does not determine
appropriate proactive HR
activities and policies for
mitigating risk
6
Workplace:
Corporate Social
Responsibility
complex grasp of HR’s role in
creating a culture of social
responsibility within the
organization and the
organization’s community
Describes HR’s role in creating a

culture of social responsibility
within the organization and the
organization’s community,
Describes HR’s role in creating a
culture of social responsibility
within the organization and the
organization’s community,
Does not describe HR’s role in
creating a culture of social
responsibility within the
organization and the
organization’s community
6
Workplace: HR in
the Global Context
examples provided
how proper employee
preparation approaches ensure
ongoing engagement
strategies for properly
preparing employees for an
expatriate assignment and

explains how these approaches
ensure ongoing engagement,
strategies for properly
preparing employees for an
expatriate assignment and
explains how these approaches
ensure ongoing engagement,
Does not determine
properly preparing employees
for an expatriate assignment
6
Behavioral
Competencies:
Business Domain
explanation provided
demonstrates a complex grasp
of which behavioral
competencies within the
business domain are the most
appropriate for supporting the
people technical competency

Determines HR initiatives that
support the people technical
competency and explains which
behavioral competencies within
the business domain are the
most appropriate
support people technical
the business domain are the
most appropriate, but
contains inaccuracies
Does not determine HR
initiatives that support the
people technical competency
6
6

Behavioral
Competencies:
Leadership Domain
of which behavioral
leadership domain are the most
appropriate for supporting the
organization technical
competency
support the organization
technical competency and
explains which behavioral
appropriate
support the organization
technical competency and
explains which behavioral

appropriate, but explanation is
cursory or contains inaccuracies
organization technical
competency
6
Behavioral
Competencies:
Interpersonal
Domain
of which behavioral
interpersonal domain are the
most appropriate for
supporting the workplace
technical competency
support the workplace technical
the interpersonal domain are
the most appropriate

support the workplace technical
the interpersonal domain are
the most appropriate, but
contains inaccuracies
workplace technical
competency
6
Behavioral
Competencies: HR
Initiatives
explanation demonstrates a
complex grasp of appropriate
behavioral competencies for
supporting recommended
strategic HR initiatives
Recommends strategic HR
initiatives across the
organization that utilize a
combination of behavioral
competencies and explains why
this is the most appropriate
approach
Recommends strategic HR

initiatives across the
organization that utilize a
combination of behavioral
competencies and explains why
this is the most appropriate
approach, but explanation is
cursory or illogical
Does not recommend strategic
HR initiatives across the
organization
6
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented in
a professional and easy-to-read
format
Submission has no major errors
spelling, syntax, or organization
Submission has major errors
that negatively impact
readability and articulation of
main ideas
Submission has critical errors

that prevent understanding of
ideas
4
Total 100%
7
OL 600 Final Project Guidelines and Rubric Overview Prompt
Milestones Milestone One: Employee Engagement and
RetentionMilestone Two: Performance Management: Employee
and Labor RelationsMilestone Three: Global HR, Diversity,
Risk Management, and Social ResponsibilityFinal Submission:
Strategic HR PlanDeliverablesFinal Project Rubric
2
Milestone One: Employee Engagement and Retention
Deyanira Diaz
OL 600: Strategic Human Resource Management
November 26, 2022

Talent Acquisition
There are different strategies the human resource department
can use in talent acquisition but there is no “one size fill all”
strategy. There are many factors an organization’s HR will
consider before deciding on the best strategy to use. Factors
such as the competition for labor, they type of industry, the
company’s pay, company size, and employment opportunities
must be considered. According to Martin (2021), the
organization has to understand the type of employees it requires
and the resources available for acquisition to decide the best
acquisition strategy. Strategies will be different for each
company and the following strategies may work best in
selecting and retaining qualified talent;
· Referral programs – this is the best strategy of acquiring
qualified talent. The goal of the company is to acquire people
who can achieve the performance goals of the company. Social
networks and existing employees can propose successful talent
who fit the positions in the organization.
· Creating attractive internship programs – it is through
internships that an organization can learn about the potential
talents that can meet its performance goals. The organization
builds relationships with the interns and grooms them to become
powerful talents in the organization.
· Creating temporary positions for prospective future roles – in
its planning, a company should establish new roles and monitor
the talents that can fit in those roles.
· Attending job fairs and job market events – serious employees
and powerful talents are always looking for ways of
empowering themselves and they attend fairs and events
concerning the job market. These are the best paces to access
your sought-after talent.

Employee Engagement and Retention
For an organization to retain its employees, it must engage them
through activities and plans that match their needs in the
organization. Research conducted by Career Builder (2019)
indicates that over 50% of the workforce is nor engaged and
turnover rates are high in organizations where employees feel
disengaged. The strategies HR can use to engage their
employees include;
· Providing career development opportunities – when employees
are empowered to utilize their full potential, they can see their
importance in the workplace and this motivates them. They
become more engaged since they know there is a reward in the
end.
· Helping employees plan their future – employees have goals
and showing commitment to their goals is a key driver to their
engagement in the workplace. When employees do not see
where they are heading in your company, they are likely to seek
better opportunities in other places.
· Tracking short and long-term goals – Rana and Chopra (2019)
assert that feedback is essential in keeping employees engaged.
Tracking short and long-term goals and informing employees
the areas that need improvement keeps them engaged and
committed.
· Listening to your employees – employee retention is high in
organizations where employees are given a chance o express
their views and participate in decision-making. It makes
employees feel valued and develop a sense of belonging. This
increases the chances of engagement and retention.
Learning and Development
Times have changed and millennials have taken over the
workplace. Newton, Becker, and Bell (2014) assert that learning
and development are required to increase retention rather than
spending money in recruitment processes. The learning and
development opportunities HR can utilize include;
· Coaching and mentoring – employees are attracted to

workplaces where there are superiors who mentor and guide
them on the right steps to take to achieve their goals. Coaching
and learning help them acquire skills that are essential to grow
their careers. This motivates them and increases their loyalty
for the organization.
· Arranging for workshops and working groups – workshops
allow employees to interact with their peers from other
companies and they acquire knowledge ad skills that aid their
personal growth. Employees are attracted to an organization that
offers them a chance to explore the workplace and learn about
new things.
· On the job development- here an organization ensures
employees learn while doing it. This strategy mostly
supplements training. After training employees, on the job
development is done as a way of engaging employees in
practical performance. That makes them conversant with their
work and increases their accuracy in performing their duties.
Total Rewards
An organization needs a total reward strategy to attract top
talent, achieve employee satisfaction and engagement, retain
employees, remain competitive in the industry, and improve
productivity and overall performance. The total rewards
strategy used by HR must match the needs and goals of the
organization. How a company rewards their employees
determine how committed they will be to the achievement of
goals. It is difficult for organizations that pay poorly to retain
top talent. “Total rewards include not just money, time off and
stock options, but health plans, retirement programs and less-
quantifiable elements such as flexible work arrangements and
career training” (Kaplan, 2005). These rewards show employees
how much a company values their contribution to the company’s
success. Among the rewards strategies that can increase
employee retention include;
· Appropriate compensation – this is the reward for their work.
It ensures employees can meet all their basic needs and also

makes them feel the appreciated.
· Additional benefits - these include programs that ensure
employee physical and emotional safety. They may include
health coverage plans and holiday leaves.
· Wellbeing programs – these are programs that promote the
holistic wellbeing of employees for a satisfied, healthy, and
motivated life. They Include; employee assistance programs,
resource groups, diversity and equity programs, remote
working, company sponsored events, and volunteer work.
References
Career Builder (2019). Survey from CareerBuilder Reveals Half
of Employees Feel They Have "Just a Job" Amid Heightened
Career Expectations. Press Release. Retrieved from
https://press.careerbuilder.com/2019-07-23-Survey-
from-CareerBuilder-Reveals-Half-of-Employees-Feel-They-
Have-Just-a-Job-Amid-Heightened-Career-Expectations
Kaplan, S. (2005). Total rewards in action: Developing a total
rewards strategy.
Benefits & Compensation Digest,
42(8), 32-37.
Martin, J. (2021). It’s time to change how we think about our
employees.
Strategic HR Review,
20(2), 55-59.
Newton, C., Becker, K., & Bell, S. (2014). Learning and
development opportunities as a tool for the retention of
volunteers: A motivational perspective.
Human Resource Management Journal,
24(4), 514-530.
Rana, S., & Chopra, P. (2019). Developing and sustaining
employee engagement: the strategic perspective in telecom

company. In
Management Techniques for Employee Engagement in
Contemporary Organizations (pp. 142-164). IGI Global.
4
Milestone 2:
Performance Management: Employee and Labor Relations
Deyanira Diaz
OL 600 Strategic Human Resource Management
Professor Berkeley
December 11, 2022
Employee Discipline
Employee discipline can take many directions, including
punitive and non-punitive disciplinary approaches. Punitive
discipline entails punishing employees when they have done
something wrong instead of helping them improve their
behaviors. In other words, punitive discipline focuses on bad
behaviors, not ways to motivate or encourage positive
behaviors. A punitive disciplinary approach is not appropriate.
Although managers and employers have the right to manage
their teams, they should never use punitive discipline. Managers
should not punish employees for their incompetence or
wrongdoing. They should not withdraw their incentives or
privileges or require employees to work extra hours. Besides,
employers should not cut employee working hours or reduce
their pay to punish them. Such actions can severely affect
employee relations as they create a culture of fear, reducing
employee morale and damaging the manager-employee

relationship.
Instead of using punitive discipline, employers should embrace
a non-punitive disciplinary approach. That is a way of
disciplining employees without punishing them. Non-punitive
discipline first entails issuing an oral reminder. Here, the
manager will meet with the employee to talk about the issue
(Campell et al., 1985). The goal is to ensure the employee
agrees to solve the problem. The manager will proceed to the
second step if the problem continues: issuing a written
reminder. Here, the manager will discuss the issue with the
employee in a serious manner but with no threats. Again, the
manager aims to gain employee agreement to improve or
change. They will create an action plan together to ensure the
employee achieves the desired performance. The manager will
then write a memo to the employee detailing the discussion and
put a copy in the employee's file. Issuing reminders instead of
threats or warnings can significantly enhance employee
relationships. Reminders restate the importance of the
workplace's rules and expectations and the employee's
responsibility to comply with them. The goal is to establish a
plan for the future but not to scold past misbehaviors.
Employees feel supported when reminded of the expectations of
their position. That can boost their relations and increase
motivation, loyalty, and engagement.
Performance Management
Performance management is the ongoing process of improving
employee performance. In other words, it is the continuous
evaluation and monitoring of employee work to boost
performance. One primary element of an effective management
system is reward and compensation. Every employee should be
compensated and appreciated for their effort. Rewards and
benefits encourage employees to perform better, improving
overall organizational performance. Another element is
accuracy and fairness. The performance management system
must be fair and accurate to generate accurate results (Zenger,
2017). Another key element is manager review. The

organization should allow employees to review their supervisors
and managers. That can enhance employee engagement by
showing employees that the company values them.
It is necessary to have a performance management system to
meet organizational needs. The system allows managers to align
employees, procedures, and resources to meet the organization's
goals and objectives. A performance management system can
also enable managers to track employee performance and
indicates whether they need extra support to achieve
organizational goals.
Employee and Labor Relations
Grievances and complaints are common issues in the workplace.
Grievance refers to a formal claim by a worker that they are
adversely affected by the misapplication or misinterpretation of
an organizational policy (Yost, 2012). On the other hand, a
complaint refers to the written or oral communication of
dissatisfaction due to unprofessional or inappropriate conduct,
health and safety issues, harassment, organizational
policy/decision, or interpersonal conflicts. Union employees
express disappointment by filing a grievance. On the other
hand, nonunionized employees file complaints. Thus, unionized
employees may have their grievances addressed through union
grievance procedures, while nonunionized employees may have
their complaints solved through nonunion complaint processes.
Union grievances procedures are conducted systematically. The
first step begins with the informal review. Here, the employee
meets with the union steward and the supervisor to talk about
the issue (Mayhew, 2020). If they cannot resolve the case, there
are other steps involving management review, a written
response, and appeals. A company can adopt arbitration as the
final step if it cannot resolve the issue at the organizational
level.
On the other hand, nonunion complaint processes are normally
simple. Nevertheless, most companies often adopt approaches

similar to union grievance procedures, which begin which an
informal review. If the issue is not solved at the organizational
level, an employee can file a complaint with EEOC (U.S. Equal
Employment Opportunity Commission). Organizations should
create strong policies and procedures to improve the nonunion
complaint process. That way, employees will know what to
expect when they file a complaint. The policy should include
the company's definition of a complaint with examples,
employee's rights, the scope of the policy, and the employer's
obligation. The complaint process should also include
procedures for filing a complaint and investigating a complaint.
It should also include resolution and appeal procedure.
References
Campbell, D. N., Fleming, R. L., & Grote, R.C. (1985).
Discipline without Punishment at Last: Why and how you

should implement a non-punitive approach to discipline.
Harvard Business Review.
Mayhew, R. (2020). Difference Between a Unionized Vs. a
Nonunionized Workforce. Chron. Retrieved from:
https://smallbusiness.chron.com/difference-between-
unionized-vs-nonunionized-workforce-22350.html
Yost, E. (2012). Grievance Procedures: What are the Steps
Typically Found in a Grievance Procedure? SHRM.
Zenger, J. (2017). The 6 Vital Elements Of Effective
Performance Management Systems. Forbes. Retrieved from:
https://www.forbes.com/sites/jackzenger/2017/02/16/the-6-
vital-elements-of-effective-performance-management-
systems/?sh=46206c59618e

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