This document discusses unfair dismissal, including:
- 4 types of dismissal: fair, unfair, wrongful, constructive
- What constitutes unfair dismissal, including dismissal for a potentially fair reason without following fair procedure
- 4 automatically unfair reasons for dismissal relating to pregnancy, family reasons, representation, pay and hours
- 5 potentially fair reasons for dismissal under UK law: conduct, capability, redundancy, statutory restriction, other substantial reasons
- The 5 preliminary requirements for an unfair dismissal claim: 1 year continuous service, employee was dismissed, claim brought on time, not an excluded category, effective date of termination
Discipline -Definition, Disciplinary procedure model
Grievance- Definition, grievance procedures
Termination of employment: retirement, resignation and termination of contract, Layoff and exit interviews
Dealing with the human aspects of terminations and counseling
THE PRESENTATION FOCUSES ON THE IMPORTANCE, PROS, CONS AND IMPACT OF THE EMPLOYEES RETENTION AND SEPARATION. ALSO HIGHLIGHT SME STRATEGIES FOR APPROVING THE RIGHT WAY TO DO IT.
Discipline -Definition, Disciplinary procedure model
Grievance- Definition, grievance procedures
Termination of employment: retirement, resignation and termination of contract, Layoff and exit interviews
Dealing with the human aspects of terminations and counseling
THE PRESENTATION FOCUSES ON THE IMPORTANCE, PROS, CONS AND IMPACT OF THE EMPLOYEES RETENTION AND SEPARATION. ALSO HIGHLIGHT SME STRATEGIES FOR APPROVING THE RIGHT WAY TO DO IT.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
Grievance Management _ human Resource management Shivam Gupta
Grievance Management . subject human resource management. Helpful in understanding the employee conflicts with management. Presented by marketing management student managers of Sri Balaji Society
Redundancy, Retrenchment and SeparationlegalPadmin
Speech by K.Somasundram, Assistant Secretary from MTUC, given in Labour Law Seminar held by Legal Plus Sdn. Bhd (www.legalplus.com.my) on Apr 10, 2015.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
Grievance Management _ human Resource management Shivam Gupta
Grievance Management . subject human resource management. Helpful in understanding the employee conflicts with management. Presented by marketing management student managers of Sri Balaji Society
Redundancy, Retrenchment and SeparationlegalPadmin
Speech by K.Somasundram, Assistant Secretary from MTUC, given in Labour Law Seminar held by Legal Plus Sdn. Bhd (www.legalplus.com.my) on Apr 10, 2015.
IOM Helsinki: ACCESS EU-wide seminar 13 May 2015 - PresentationACCESS Helsinki
The International Organization for Migration (IOM) organized an EU-wide seminar of the European Commission-funded project entitled “Active Citizenship: Enhancing Political Participation of Migrant Youth” (ACCESS), which IOM Helsinki has implemented during 2013-2015 in cooperation with partners in Czech Republic, Finland, France, Romania and Spain.
The purpose of the EU-wide seminar was to disseminate the project results, in terms of how the project has contributed to the capacity building of migrant youth and partner municipalities involved. Furthermore, the seminar gave insights gained through the Peer Review’s conducted and launch the Online Self-Assessment Tool and the Discussion Paper produced by the project.
In this very informative webinar, Helen Gardiner discusses Capability Dismissals.
The webinar covers:
* Capability
* A Fair Procedure
* Setting the Standard
* Dismissing Fairly
* Sickness and Capability
* The Procedure for Claiming
This slideshow contains the first 14 minutes of the webinar recording. You can also subscribe to the Shorebird Free Webinars here: http://bit.ly/webinarsubscribe
How Can Unemployment Insurance Can Help YouNewHorizon.Org
Are you unemployed and don't enough savings for yur day to day expenses? Don't worry because unemployment insurance can help you! Find out more about it here http://www.newhorizon.org/credit-info/unemployment-insurance-can-help/
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- Job Quality
- Payroll taxation
- Skills development and training
- Job Creation
- Exports
- Retail sectors
- Technological advances
- Youth unemployment
- Career management and development
- Government programs
- International Trade
This year we were privileged to have the Chief Executive Officer of Safe Passage Consulting, Tony Casper, presenting alongside our Employment team. Also joining the seminar, we had members of Kegler Brown’s Workers' Compensation and Medical Marijuana practice areas.
Topics are as follows:
"Surviving Your Worst Fear: Documentation + Employment Litigation"; Jane Gleaves
This presentation will outline best practices for accurate and thorough record-keeping with an eye toward litigation. Jane will discuss the ways employers should document any problematic employees or work-place incidents so that their records can be helpful, rather than harmful, in future litigation. She will give examples of both good and bad documentation practices and illustrate how each can affect an employer’s position against a former employee in a lawsuit.
"Closing the Pay Gap: Case Law + Best Practices for Equal Pay"; Erin Cleary Herbst
Erin will identify and explore the gender gap in employment. She will provide an overview of relevant case law, plus tips and strategies for best practices in dealing with the gender pay gap.
"The Cost of Workplace Violence"; Tony Casper
During this presentation you will learn the effects of violence in the workplace on productivity and your staff. Tony will discuss steps to preventing and mitigating violence in the workplace. Also, he will discuss the importance of having proper policy, a threat assessment team, Physical Security Assessments and quality training.
"A Legal Outlook of Medical Marijuana: What’s On the Horizon?"; Lloyd Pierre-Louis + Randy Mikes
Lloyd + Randy will analyze the potential impact of the legalization of medical marijuana in Ohio. Lloyd will cover issues related to the legal challenges and trends in the medical marijuana industry, discuss the Ohio regulatory environment and statutes, and touch on Ohio court cases. Then, Randy will talk about issues including allowance of claims, return to work, and extent of disability. They will also look at what to expect in terms of regulations and the practical impact legalization may have on employment areas including but not limited to workers’ compensation.
"My Mind’s Playing Tricks on Me!"; Brendan Feheley
Brendan will focus on the intersection between FMLA and the ADA with a special emphasis on mental health conditions. This presentation will examine recent developments regarding certification of and reasonable accommodations for mental health conditions.
The Essentials of HR and Labor Law. July 24, 2014. Philippines.PoL Sangalang
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Seeking flexible working hours is a circumstance where you should have a strong case to make an employment tribunal. In this guide we provide useful information for employees who are looking to make an unfair dismissal claim.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Fair Dismissal".
Retaliation happens when an employee speaks up about unlawful or unsafe workplace conditions or violations. If you or a loved one have been unlawfully retaliated against in the workplace anywhere in Los Angeles, you can count on the team at Mancini & Associates to help you. Their California workplace retaliation attorney Tara J Licata has extensive experience handling complex employment law cases, and she knows what it takes to investigate these claims in order to determine liability.
Fully answer the questions associated with each case below and upl.docxstarkeykellye
Fully answer the questions associated with each case below and upload your completed document in the dropbox below.There are 6 cases, with 10 questions spread among them. Each question is worth 10 points for a total of 100 points.
Secnario: You are a paralegal with the Weyland-Yutani Corporation. Your boss attorney, Sharon Ripley, has asked you do answer some questions about some HR legal issues that have arisen.
Case 1
The first case involves Joe Stromboli. Joe is a delivery driver for Weyland, and after an accident, Joe became 100% deaf in both ears. The doctors were unable to restore any of Joe’s hearing. Joe’s manager, Stephanie, believes that communication with employees and the recipients of the deliveries is an essential function of the job. Additionally, Joe needs to be able to participate in the team meetings. Joe’s manager was unsure whether to proceed, so she referred the case to the Weyland-Wutani medical staff. The medical employee took one look at Joe and said no accommodation is possible. When asked why, the doctor said “Joe’s deaf.” Joe was terminated, and he has now filed a suit for failure to reasonably accommodate.
The job description for a Weyland-Yutani delivery driver states that the employee must be able to maintain a Commercial driver’s license. Additionally, delivery drivers are expected to take orders from various employees. This is ordinarily done via hand radio. However, Joe has a cell phone capable of receiving text messages and emails that could allow him to take orders. Furthermore, Joe has offered to carry a pen and paper around so that communication could also be done this way. Joe’s deafness had no effect on maintaining his CDL, and the firm expects it would make these accommodations fairly cheaply.
1.Can Joe establish a claim for failure to reasonably accommodate disability? Be sure to list the elements of the claim and to show how you reached your conclusion.
2.What mistakes—if any—were made? How can these be corrected in the future?
Case 2
The second case involves Johnson. Johnson is a floor supervisor in the plant. 55% of the time he is engaged with ordinary production. However, 45% of the time he is engaged with supervising his zone, preparing schedules, and dealing with personnel disputes. If there is a problem, he is responsible for mobilizing his zone to resolve equitable. He also spends times meeting with his superiors in order to provide reports on efficiency of employees and on any other problems that have arisen. For this, he receives 10% more money than his subordinates. He had earlier been classified as an FSLA exempt employee. Now, he is challenging that designation. Although Weyland has a strict no-overtime policy, Johnson has been showing up to work early to drink a cup of coffee, smoke a cigarette, make sure schedules are prepared, doors are unlocked, and preparing workstations for the day ahead. He typically arrives an hour early to perform these tasks. Weyland knew that J ...
On Wednesday, May 24, 2023 Kegler Brown presented its annual Managing Labor + Employee Seminar. The in-person and virtual seminar focused on timely information regarding labor and employee relations, and allowed attendees to earn CLE and SHRM credit hours.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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2. Lesson Objectives
Describe 4 types of dismissal
Explain what is meant by unfair dismissal
with reference to 2 situations
Describe the 4 potentially unfair reasons for
dismissal
Identify and Apply the 5 preliminary
requirements for a claim for unfair dismissal
3. 4 Types of dismissal
Fair = sacked for valid reason
Unfair = sacked for no good
reason
Wrongful = sacked and statutory
notice period ignored
Constructive = employee resigned
because work conditions
intolerable
Employees sacked unlawfully can take
their case to an employment tribunal.
4. What is unfair dismissal?
It isn't one of the five potentially fair reasons for
dismissal.
OR
It is one of the five potentially fair reasons for
dismissal, but the employer didn't follow a fair
procedure.
5. 4 Automatically unfair reasons for
dismissal
Pregnancy: including all reasons relating
to maternity
Family reasons: including parental
leave, paternity leave (birth and
adoption), adoption leave or time off for
dependants
Representation: including acting as an
employee representative trade union
membership grounds and union
recognition part-time and fixed-term
employees
Pay and working hours: including the
Working Time Regulations, annual leave
and the National Minimum Wage.
6. Describe the 5 potentially fair reasons
for dismissal under s98 ERA 1996
Potential Fair Reason
1. Conduct
2. Capability
3. Redundancy
4. Statutory restriction
5. Other substantial reasons
Example of evidence
7. Describe the 5 potentially fair reasons
for dismissal under s98 ERA 1996
Potential Fair Reason
Example of evidence
1. Conduct
theft, violence, abuse
2. Capability
the employer believes the employee
is unable to do their job properly
3. Redundancy
closing of the business, the business
needs less employees to complete
work
4. Statutory restriction
a delivery driver loses their license
5. Other substantial reasons
restructuring, the employee is in
prison, severe relationship
breakdown
8. Identify the 5 preliminary requirements
for a claim of unfair dismissal.
One year’s continuous service
(unless employed after 6 April 2012
when two year requirement applies)
(s108 ERA 1996)
Employee must have
been dismissed
Claim brought in time
Not an excluded category
Effective date of termination
9. Identify the 5 preliminary requirements for a claim for
unfair dismissal.
One year’s continuous service
(unless employed after 6 April 2012
when two year requirement applies)
(s108 ERA 1996)
Employee must have
been dismissed
Claim brought in time
Not an excluded category
Effective date of termination
10. Problem Question: Jeannette’s son was ill in the
night and Jeannette overslept the next morning.
When she arrived late at the video rental
company where she worked, she was sacked.
She explained what had happened, but her boss
took no notice and sacked her immediately.
11. Answer: Jeannette took her case to an
employment tribunal, who decided that she had
been unfairly dismissed, as she had not been
given a warning or a second chance.
12. Apply the 5 preliminary requirements for a claim for
unfair dismissal.
Editor's Notes
Excluded Categories: 1. police officers2. members of the armed forces3. share fishermen4. people who work outside Great Britainregistered dock workers.