Chapter 1

Chapter 1

Chapter 14 Respecting Employee Rights and Managing Discipline Copyright 2016 Pearson Education, Inc. 14-1 Chapter Challenges 1. Understand employee rights 2. Understand management rights 3. Become aware of employee rights

challenges: a balancing act Copyright 2016 Pearson Education, Inc. 14-2 Chapter Challenges 4. Learn practices for administering and managing discipline 5. Develop competence for managing difficult employees 6. Become aware of preventing the need to discipline with human

resource management Copyright 2016 Pearson Education, Inc. 14-3 The Managerial Perspective Developing and enforcing policies that inform employees Making managers aware of employees rights and managers obligations Acting as an employee advocate

Copyright 2016 Pearson Education, Inc. 14-4 Categories of Employee Rights Copyright 2016 Pearson Education, Inc. 14-5

Other Rights Rights to Ethical Treatment Psychological Contract Limited Right to Privacy Privacy Act of 1974 Limited Right to Free Speech Whistle-blowing Copyright 2016 Pearson Education, Inc. 14-6

Management Rights What Are Management Rights? Employment-at-Will o Public Policy Expectations o Implied Contract o Good Faith and Fair Dealing Copyright 2016 Pearson Education, Inc. 14-7 Employee Rights

Challenge: A Balancing Act Random drug testing Electronic monitoring Whistle-blowing Moonlighting restrictions Office romance restrictions Copyright 2016 Pearson Education, Inc. 14-8 Employee Rights Challenges

Random drug testing o Probable cause o False positives o Security o Alternative testing Electronic monitoring o Employee theft o Invasion perception o Employee awareness Copyright 2016 Pearson Education, Inc. 14-9

Employee Rights Challenges Whistle-Blowing o Retaliation o Internal procedures o Top-management support Moonlighting Restrictions Office Romance Restrictions o Policies o Supervisor/subordinate relationships Copyright 2016 Pearson Education, Inc. 14-10

Effective Whistle-Blowing Policy Copyright 2016 Pearson Education, Inc. 14-11 Disciplining Employees Progressive Discipline o Verbal warning o Written warning o Suspension

o Discharge Copyright 2016 Pearson Education, Inc. 14-12 Five Steps for Effective Discipline Sessions 1. 2. 3. 4.

5. Determine if discipline is necessary Outline clear goals Ensure two-way communication Establish a follow-up plan End on a positive note Copyright 2016 Pearson Education, Inc. 14-13 Categories of

Employee Misconduct Copyright 2016 Pearson Education, Inc. 14-14 Disciplining Employees Positive discipline Employee plays an active role Emphasis on change, not punishment Management as counselor

Management training Positive effects on bottom line Copyright 2016 Pearson Education, Inc. 14-15 Administering and Managing Discipline Basic Standards of Discipline o Communication of rules and performance criteria o Documentation of facts o Consistent response to rule

violations Copyright 2016 Pearson Education, Inc. 14-16 Just Cause Standard of Discipline Notification Reasonable Rule Investigation Fair Investigation Proof of Guilt Absence of Discrimination

Reasonable Penalty Copyright 2016 Pearson Education, Inc. 14-17 Mistakes to Avoid Administering Discipline: Losing your temper Avoiding disciplinary action entirely Playing therapist Making excuses for an employee Using a non-progressive approach

Copyright 2016 Pearson Education, Inc. 14-18 Managing Difficult Employees

Poor Attendance Poor Performance Insubordination Workplace Bullying Alcohol-Related Misconduct Illegal Drug Use and Abuse Preventing the Need for Discipline with HRM Copyright 2016 Pearson Education, Inc. 14-19

Summary and Conclusions Employee Rights Management Rights Employee Rights Challenges: A Balancing Act Disciplining Employees Administering and Managing Discipline Managing Difficult Employees Preventing the Need to Discipline with Human Resource Management Copyright 2016 Pearson Education, Inc.

14-20 Pearson Education, Inc. Copyright Copyright 2016 Pearson Education, Inc. 14-21

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