HRM Reviewer- Chapter 8-16 PDF

CHAPTER 8 : TRAINING & DEVELOPING 2.​ Liability for Negligent Training ○ Employers can be held liable if EMPLOYEES inadequate training leads to harm...

CHAPTER 8 : TRAINING & DEVELOPING 2.​ Liability for Negligent Training ○ Employers can be held liable if EMPLOYEES inadequate training leads to harm caused by employees. The Purposes of Employee ○ Courts may find employers responsible Orientation/Onboarding for failing to provide proper training. Employee orientation (or 3.​ Key Employer Responsibilities onboarding) - provides new employees ○ Verify employees' skills and experience. with the basic background information they ○ Provide adequate training, especially need to do their jobs for roles involving safety or public interaction. The manager wants to accomplish four things when orienting new employees: 1.​ Make the new employee feel The ADDIE Five Steps Training welcome and at home and part of the Process team. 1. Analyze 2.​ Make sure the new employee has ○ Assess training needs by identifying the basic information to function performance gaps and determining the effectively, such as e-mail access, specific skills or knowledge personnel policies and benefits, and employees need. work behavior expectations. 3.​ Help the new employee understand 2. Design the organization in a broad sense (its ○ Plan the training program by setting past, present, culture, and strategies objectives, creating content, and and vision of the future). selecting delivery methods that align 4.​ Start socializing the person into the with organizational goals. firm's culture and ways of doing things. 3. Develop ○ Create training materials, tools, and The Employee Handbook resources based on the design plan to Employers should assume that their ensure the program is ready for employee handbook’s contents are implementation. legally binding commitments. Even apparently sensible handbook policies 4. Implement can backfire without proper disclaimers. ○ Deliver the training through chosen methods such as workshops, e-learning, or on-the-job training. Overview of the Training Process 5. Evaluate Training means giving new or current ○ Assess the effectiveness of the employees the skills that they need to training program using feedback, perform their jobs, such as showing new performance metrics, and outcomes to salespeople how to sell your product. refine and improve future training. Negligent training- A situation where an Task analysis employer fails to train adequately, and the A detailed study of a job to identify employee subsequently harms a third party. the specific skills required. Training and the Law Performance analysis Verifying that there is a performance 1.​ Compliance with deficiency and determining whether Anti-Discrimination Laws that deficiency should be corrected ○ Title VII of the Civil Rights Act of 1964 through training or through some prohibits discrimination in training other means (such as transferring opportunities. the employee). ○ Employers must ensure fair selection processes for training, similar to hiring or promotions. Managing Organizational Change Programs 2.​ Mobilize commitment through joint diagnosis of problems A McKinsey and Company survey revealed 3.​ Create a guiding coalition that top reasons for reorganization 4.​ Develop and communicate a shared failures include: vision 5.​ Help employees make the change Employee resistance to the changes 6.​ Aim for attainable short-term Insufficient resources dedicated to the accomplishments effort 7.​ Reinforce the new ways of doing Declining individual productivity as things employees become distracted 8.​ Monitor and assess progress Leaders resisting the changes Organization chart changes without actual changes in how people work CHAPTER 9 : PERFORMANCE Furthermore, a clear understanding of the MANAGEMENT & APPRAISAL purpose of the change is crucial. Change experts suggest that most transformations aim to achieve one of five basic purposes: Performance Appraisal - means evaluating an employee’s current and/or Customer focus past performance relative to his or her Nimbleness performance standards. It is a process Innovation where an employer assesses how well an Sustainability employee is doing their job compared to the Boosting global presence expectations set for them. Failing to define the purpose upfront, The Performance Appraisal Process pursuing the wrong purpose, or focusing on Performance appraisal always involves the multiple purposes can lead to failure. three step performance appraisal process: (1) setting work standards; Lewin's Change Process: (2) assessing the employee’s actual Psychologist Kurt Lewin developed a model performance relative to those standards to guide change implementation with (this often involves some rating form); and minimal resistance. (3) providing feedback to the employee with His model consists of three steps: the aim of helping him or her to eliminate 1. Unfreezing: Reducing the forces that performance deficiencies or to continue to maintain the status quo. This can be perform above par. achieved by presenting a provocative problem or event that forces people to Traditional Tools for Appraising recognize the need for change and seek new Performance solutions. 2. Moving: Developing new behaviors, Graphic Rating Scale Method values, and attitudes. This step involves The graphic rating scale is the simplest and organizational structure changes, training most popular method for appraising and development activities, and other performance. The scale may list several job organizational development techniques like dimensions or traits and a range of team building. performance values for each trait. The 3. Refreezing: Building in reinforcement supervisor rates each subordinate by to prevent the organization from reverting circling or checking the score that best to its old ways. This can involve changing describes the subordinate’s performance for the incentive system or implementing new each trait, and totals the ratings. policies and procedures. Alternation Ranking Method Practical Steps for Implementing Ranking employees from best to worst on a Change trait or traits is another option. Since it’s To address employee intransigence, experts usually easier to distinguish between the recommend a practical approach: worst and best employees, an alternation ranking method is most popular. First, list 1.​ Establish a sense of urgency all subordinates to be rated, and then cross out the names of any not known well What Is Performance Management? enough to rank. Performance management is the continuous process of identifying, Paired Comparison Method measuring, and developing the performance The paired comparison method makes the of individuals and teams and aligning their ranking method more precise. For every performance with the organization’s goals. trait (quantity of work, quality of work, and We can summarize performance so on), you compare every employee with management’s six basic elements as follows: every other employee. Direction sharing means communicating the company’s goals to all Forced Distribution Method employees and then translating these into Forced distribution is a method where departmental, team, and individual goals. managers place predetermined percentages Goal alignment means having a method of ratees into performance categories, that enables managers and employees to see similar to grading on a curve. It prevents the link between the employees’ goals and supervisors from simply rating all or most those of their department and company. employees as "satisfactory" or "high." Ongoing performance monitoring However, it may increase the risk of usually means computerized systems to discriminatory adverse impact. continuously measure the team’s and/or employee’s progress toward meeting Critical Incident Method performance goals. The critical incident method involves a Ongoing feedback means providing supervisor keeping a diary of positive and face-to-face and computerized continuous negative examples of a subordinate's feedback regarding progress toward goals. work-related behaviors. This helps anchor Coaching and developmental the eventual appraisal in reality and support should be part of the feedback improves appraisal outcomes. However, it process. doesn't produce relative ratings for pay raise Recognition and rewards should purposes. It's recommended to keep a diary provide incentives to keep the employee’s of such incidents. goal-directed performance on track. Potential Rating Problems CHAPTER 10: MANAGING CAREERS AND ​ Unclear Standards- An appraisal RETENTION that is too open to interpretation. Seems objective but may result in unfair appraisals, because the traits Career Management and degrees of merit are ambiguous. Career as the occupational positions a ​ Halo Effect- Experts define halo person holds over the years. effect as “the influence of a rater’s Career management is the process for general impression on ratings of enabling employees to better understand specific ratee qualities.” Supervisors and develop their career skills and interests must be familiar with appraisal and to use these skills and interests most techniques, understand and avoid effectively both within the company and problems that can cripple appraisals, after they leave the firm. and know how to conduct appraisals Career development lifelong series of fairly. activities that contribute to a person’s career ​ Central Tendency- means rating exploration, establishment, success, and all employees average. fulfillment. ​ Leniency or Strictness- The Career planning is the deliberate problem that occurs when a process through which someone becomes supervisor has a tendency to rate all aware of personal skills, interests, subordinates either high or low. knowledge, motivations, and other Ranking forces supervisors to characteristics and establishes action plans distinguish between high and low to attain specific goals. performers. ​ Recency Effect- letting what the Reality shock results from a period that employee has done recently blind may occur at the initial career entry when you to what his or her performance the new employee’s high job expectations has been over the year. confront the reality of a boring or otherwise merchandise, personnel, and general unattractive work situation. management) and highlights typical career progression routes. Psychological Contract The psychological contract, an unwritten Employee Life Cycle and Career agreement between employers and Management employees, is changing due to the changing Making Promotion Decisions labor markets. Employers and employees no Promotions reward performance and longer have long-term commitments, increase responsibilities, making them making career management more critical essential for employee motivation and for employees. retention. With hiring costs rising by 36% due to increased job openings and the Mentoring means having experienced gig economy, promoting from within is senior people advising, counseling, and more cost-effective. guiding employees’ longer-term career development. Diversity Counts: The Gender Gap Coaching focuses on teaching daily tasks Women make up over 45% of the workforce that you can easily relearn, so coaching’s but hold less than 2% of top management downside is usually limited. Mentoring positions, often due to discrimination. focuses on relatively hard-to-reverse Studies show women are held to higher longer-term career issues, and often touches performance standards for promotion on the person’s psychology (motives, and and face more barriers, such as exclusion how one gets along with others, for from networks and fewer developmental instance). opportunities. Employee Management Guide for Managing Transfers Managers A transfer is a move from one job to Career Management another, usually with no change in salary or Employers must find ways to maintain grade. Employers may transfer a worker to employee engagement. vacate a position where he or she is no Focus on minimizing voluntary longer needed, to fill one where he or she is departures and maximizing employee effort. needed, or more generally to find a better fit for the employee within the firm. Many Commitment-Oriented Career firms today boost productivity by Development Efforts consolidating positions. A commitment-oriented career development approach benefits both the Managing Retirements employee and the employer by promoting Retirement planning is increasingly critical growth, engagement, and alignment of for employers due to the aging workforce, career goals. with many employees in their 60s nearing Key to employee engagement and job retirement age. satisfaction. Signals to employees that the employer Retirement Program Steps cares about their career success. First step. Conduct numerical analyses of pending retirements. This should include a Career-Oriented Performance demographic analysis (including a census of Appraisals the company’s employees), determining the A key tool for connecting performance, current average retirement age for the career preferences, and development needs company’s employees, and assessing how into a coherent career plan. During retirements will affect the employer’s appraisals, supervisors and employees work health-care and pension benefits. together to review past performance, future Second Step. The employer can then career interests, and areas for development. determine the extent of the “retirement This joint effort helps create a clear path problem,” and take fact-based steps to for career growth. address it. JCPenney’s Career Grid Managing Dismissals A structured tool that outlines various There are four bases for dismissal: supervisory roles across different functions (operations, 1. Unsatisfactory performance-refers to Downsizing means reducing, usually a persistent failure to perform assigned dramatically, the number of people duties or to meet prescribed standards on employed by a firm. The basic idea is to cut the job. Specific reasons include excessive costs and raise profitability. Downsizings absenteeism, tardiness, a persistent (some call them "productivity failure to meet normal job requirements, or transformation programs") an adverse attitude. 2. Misconduct - is deliberate and willful CHAPTER 11: violation of the employer's rules and may ESTABLISHING STRATEGIC include stealing and PAY PLANS rowdy behavior. 3. Lack of qualifications for the job is an employee's inability to do the assigned Basic Factors in Determining Pay work, although he or she is diligent. Because Rates this employee may be trying to do the job, it Employee compensation - includes all is reasonable to try to salvage him or forms of pay going to employees and arising her-perhaps through further training or by from their assigning the employee to another job. employment. It has two main components, 4. Changed requirements of the job is Direct financial payments - Pay in the an employee's incapability of doing the job form of wages, salaries, incentives, after the nature of the job has changed. commissions, and bonuses. Similarly, you may have to dismiss an Indirect financial payments - Pay in employee when his or her job is eliminated. the form of financial benefits such as employer-paid insurance and vacations Insubordination, a form of misconduct, insurance. is sometimes the grounds for dismissal. The 1. Aligning Total Rewards with two basic categories of insubordination are Strategy unwillingness to carry out the manager's Aligned reward strategy - means orders, and disrespectful behavior toward creating a compensation package that the manager. produces the employee behaviors the firm needs to achieve its competitive strategy. Security Measures & Supervisor Liability Total rewards – it encompasses Security Measures. traditional pay, incentives, and benefits, but ○ Prudence suggests using a checklist to also “rewards” such as more challenging ensure (for instance) that dismissed jobs (job design), career development, and employees return all keys and company recognition. property, and (often) accompany them out of the building. The employer should disable 2. Equity and Its Impact on Pay Rates Internet-related passwords and accounts of Equity theory of motivation former employees, plug holes that could postulates that people are motivated to allow an ex-employee to gain illegal online maintain a balance between what they access, and have rules for return of company perceive as their contributions and their laptops and handhelds. rewards. Equity theory states that if a person Supervisor Liability perceives an inequity, a tension or drive will ○ Courts may hold managers personally develop that motivates him or her to reduce liable for their supervisory actions, the tension and perceived inequity. including dismissals. For example, the Fair Research tends to support equity theory, Labor Standards Act defines an employer to particularly as it applies to those underpaid. include "any person acting directly or indirectly in the interest of an employer in External equity- refers to how a job’s relation to any employee." This can mean pay rate in one company compares to the the Individual supervisor. job’s pay rate in other companies. Internal equity - refers to how fair the Layoff- is when an employer sends job’s pay rate is when compared to other employees home due to a lack of work; this jobs within the same company (for instance, is typically a temporary situation but can is the sales manager’s pay fair, when turn out to be permanent. compared to what the production manager earns?).  Individual equity - refers to the fairness same value for pay purposes. We call these of an individual’s pay as compared with groups classes if they contain similar jobs, what his or her coworkers are earning for or grades if they contain jobs that are the same or very similar jobs within the similar in difficulty but otherwise different. company, based on each person’s performance. Point Method- The job evaluation method Procedural equity - refers to the in which a number of compensable factors “perceived fairness of the processes and are identified and then the degree to which procedures used to make decisions each of these factors is present on the job is regarding the allocation of pay.” determined. Open pay policies- listing what everyone Contemporary Topics in earns—may help reduce inequities (such as Compensation the gender pay gap), but can obviously cause other disagreements. Some firms therefore Competency-Based Pay Where the maintain pay rate secrecy. company pays for the employee’s range, depth, and types of skills and knowledge, Job Evaluation Methods rather than for the job title he or she holds. Job evaluation- A systematic comparison done in order to determine the worth of one Broadbanding - Consolidating salary job relative to another. Job evaluation grades and ranges into just a few wide levels eventually results in a wage or salary or “bands,” each of which contains a structure or hierarchy (this shows the pay relatively wide range of jobs and salary rate for various jobs or groups of jobs). levels. Market-competitive pay plan - pay plan Comparable Worth- The concept by where pay rates are equitable both which women who are usually paid less than internally (based on each job’s relative men can claim that men in comparable value) and externally (in other words when rather than in strictly equal jobs are compared with what other employers are paid more. paying). Employee Engagement Guide for Compensable factor-A fundamental, Managers compensable element of a job, such as skills, Total Rewards Programs effort, responsibility, and working conditions. Total rewards is an important concept in compensation management. People bring Benchmark jobs—A job that is used to to their jobs many needs—for challenging anchor the employer’s pay scale and around work and for respect and appreciation, which other jobs are arranged in order of for instance—not all of which are satisfied relative worth. by pay or bonuses. “‘Total rewards’ encompass not only compensation and Ranking Method - The simplest method benefits but also personal and professional of job evaluation that involves ranking each growth opportunities and a motivating work job relative to all other jobs, usually based environment.” on overall difficulty. CHAPTER 12: 1. Obtain job information. PAY FOR PERFORMANCE AND 2. Select and group jobs. FINANCIAL INCENTIVES 3. Select compensable factors. Motivation Theories 4. Rank jobs. In order to formulate an effective incentive 5. Combine ratings. plan, we must understand the relationship 6. Compare current pay with what others between MONEY and MOTIVATION. are paying based on salary surveys. I. Frederick Herzberg “Motivators” 7. Assign a new pay scale. To motivate employees, managers must organize jobs that challenge and recognize Job classification (or job grading) is a employees, satisfying their higher-level simple, widely used job evaluation method needs (motivator factors) like in which raters categorize jobs into groups; accomplishment and recognition. These all the jobs in each group are of roughly the factors create an intrinsic motivation as occasional incentives such as bonuses, sales we gain a sense of achievement from our contest prizes, and the like). work. Fixed Salaries/Straight Salary - Intrinsic motivation derives from the Straight salary refers to the basic salaries pleasure someone acquires from doing a job and wage given to the worker. In most or task. The work itself is rewarding. companies, the base pay is determined by Lower-level needs (hygienes factors) the worker’s job title and job role. (e.g., better pay and working conditions) only prevent dissatisfaction. These factors 2. Commission plan - alternatives create extrinsic motivation that derives from include straight commissions, quota external pleasures. Herzberg points out that bonuses (for meeting particular quotas), relying on financial incentives is risky management by objectives programs (pay is because employees crave recognition and based on specific metrics), and ranking challenging work. programs (which reward high achievers but pay little or no bonuses to the II. Edward Deci “Demotivators” lowest-performing salespeople). Deci found that extrinsic rewards could Straight Commission - Straight at times detract from the person’s intrinsic commission is a type of compensation motivation. arrangement where an employee or Be cautious in devising incentive pay for salesperson is paid a commission highly motivated employees. Relying heavily percentage of the total sales they on rewards may undermine their desire for Generate. the job and sense of responsibility. It can 3. Combination Plan - Pay salespeople a shift an employee’s mindset where instead combination of salary and commissions.The of feeling motivated by their intrinsic drive, combination varies by industry and by what they may start working only for the reward- the company hopes to achieve, but a split of losing their sense of achievement over time. about 60%–70% base salary and 40%–30% incentive are typical. Financial incentives- Financial rewards paid to workers whose production exceeds CHAPTER 13: some predetermined standard. BENEFITS AND SERVICES Productivity -The ratio of outputs (goods and services) divided by the inputs Benefits-Indirect financial and (resources such as labor and capital). nonfinancial payments employees receive Fair day’s work- Output standards for continuing their employment with devised based on careful, scientific analysis. the company. Scientific management movement Management approach based on Pay for time not worked—also called improving work methods through supplemental pay benefits—is very observation and analysis. costly, because of how much time off most Pay-for-performance employees receive. Common Any plan that ties pay to some time-off-with-pay benefits include holidays, measure of performance, such as vacations, jury duty, funeral leave, military productivity or profitability. duty, personal days, sick leave, sabbatical Variable pay leave, maternity leave, and unemployment Any plan that ties pay to productivity insurance payments for laid-off or or profitability, usually as one-time terminated employees. lump payments. Unemployment insurance(or Merit Pay as Incentives compensation)-Provides benefits if a Merit pay is a salary increase awarded person is unable to work through some fault based on individual performance, often other than his or her own. becoming part of the base salary, unlike bonuses, which are typically one-time Sick leave provides pay to employees when payments. It is commonly used for they’re out of work due to illness. Most professional, office, and clerical employees. policies grant full pay for a specified number of sick days—perhaps 12 per year, usually 1. Salary Plan - Some firms pay accumulating at the rate of, say, 1 day per salespeople fixed salaries (perhaps with month of service. Severance Pay-A one-time payment some CHAPTER 14: employers provide when terminating an BUILDING POSITIVE employee. EMPLOYEE RELATIONS Supplemental Unemployment What Is Employee Relations? Benefits-Provide for a “guaranteed annual Employee relations is the managerial income” in certain industries where activity that involves establishing and employers must shut down to change maintaining the positive machinery or due to reduced work. employee–employer relationships that These benefits are paid by the company contribute to satisfactory productivity, and supplement unemployment motivation, morale, and discipline, and to benefits. maintaining a positive, productive, and cohesive work environment. Workers’ Compensation Provides income and medical Employee Relations Programs for benefits to work-related accident Building and Maintaining Positive victims or their dependents Employee Relations regardless of fault. 1. Ensuring Fair Treatment Three Types of Benefits At work, fair treatment reflects concrete 1. Retirement benefits actions such as “employees are treated with provide an income if you retire at age 62 or respect,” and “employees are treated fairly” thereafter and are insured under the 2. Procedural justice Social Security Act. refers to justice in the allocation of 2. Survivor’s or death benefits. rewards or discipline, in terms of the These provide monthly payments to your procedures being even handed and fair. dependents regardless of your age at 3. Distributive justice death (assuming you’re insured under Social refers to a system for distributing rewards Security). and discipline in which the actual results or 3. Disability payments outcomes are even handed and fair. Provide monthly payments to employees who become totally disabled (and to their Social responsibility dependents) if they meet certain Refers to the extent to which requirements. companies should and do channel resources toward improving one or Flexible Work Schedules more segments of society other than the firm’s owners or stockholders. Flextime-A work schedule in which employees’ work days are built around a Bullying and Victimization core of midday hours, and employees Bullying and victimization— determine, within limits, what other singling out someone to harass and hours they will work. mistreat—is a serious problem. Compressed workweek Imbalance of power. People who bully Schedule in which employee works use their power to control or harm, and fewer but longer days each week. the people being bullied may have a hard time defending themselves. Job sharing Intent to cause harm. Actions done by Allows two or more people to share accident are not bullying; the person bul- a single full-time job. lying has a goal to cause harm. Repetition. Incidents of bullying happen Work sharing to the same person over and over by the Refers to a temporary reduction in same person or group, and that bullying can work hours by a group of employees take many forms, such as: during economic downturns as a Verbal: name-calling, teasing way to prevent layoffs. Social: spreading rumors, leaving people out on purpose, breaking up friendships Physical: hitting, punching, shoving  Cyberbullying: using the Internet, CHAPTER 15: mobile phones, or other digital technologies LABOR RELATIONS AND to harm others COLLECTIVE BARGAINING 1. Submissive victims AGREEMENT - who seem more anxious, cautious, and sensitive UNION SECURITY-First and probably 2. Provocative victims foremost, unions seek security for - who show more aggression themselves. 3. Low in self-determination They fight hard for the right to represent a - who leave it to others to make decisions for firm’s workers, and to be the exclusive bar- them gaining agent for all employees in the unit. (As such, they negotiate contracts for all “Bad apples” (people who are inclined to employees, including those not members of make unethical choices), must deal with the union.) Five types of union security “Bad cases” (ethical situations that are are possible: ripe for unethical choices), while working in “Bad barrels” (company environments 1. Closed shop. The company can hire that foster or condone unethical choices), only current union members. Congress... then people tend to act unethically. outlawed closed shops in interstate commerce, but they still exist in some states FOSTER AN ETHICAL CULTURE for particular industries (such as printing). Organizational culture They account for fewer than 5% of is the “characteristic values, traditions, and union contracts. behaviors a company’s employees share.” 2. Union shop. The company can hire A value is a basic belief about what is right nonunion people, but they must join the or wrong, or about what you should or union after a prescribed period and pay shouldn’t do. dues. (If not, they can be fired.) These Managers therefore should think through account for about 73% of union contracts. how to send the right signals to their 3. Agency shop. Employees who do not employees—in other words, create the right belong to the union still must pay the culture. Doing so includes: union an amount equal to union dues (on Choose as leaders people who reflect the assumption that the union’s efforts the culture you’re trying to achieve. benefit all the workers). Clarify expectations. Make it clear 4. Preferential shop. Union members get what values you want subordinates to preference in hiring, but the employer adhere to. For example, IBM’s ethics can still hire nonunion members. statement shows the company takes ethics 5. Maintenance of membership seriously. arrangement. Employees do not have to Use signs and symbols. belong to the union. However, union Symbolism—what the manager actually members employed by the firm must does—ultimately does the most to create maintain membership in the union for the and sustain the company’s culture. As we contract period. said earlier, managers should “walk the talk.” They can’t say “don’t falsify the Right to work is a term used to describe financials” and then do so themselves. “state statutory or constitutional provisions Provide physical support. The banning the requirement of union physical signs of the employer’s values—its membership as a condition of employment.” incentive plan, appraisal system, and Right-to-work laws don’t outlaw unions. disciplinary procedures, for instance—send They do outlaw (within those states) any strong signals regarding what employees form of union security. should and should not do. For example, Do promotions reward ethical behavior or IMPROVED WAGES, HOURS, AND penalize it? BENEFITS Once the union ensures its Interact frequently with employees to security at the employer, it fights to improve explain the values that are important. its members’ wages, hours, working conditions, and benefits. What is collective bargaining? Dealing with Disputes and Grievances For the purpose of [this act,] to bargain collectively is the performance of the mutual Grievances-process or steps that the obligation of the employer and the employer and union agreed to follow to representative of the employees to meet at ascertain whether some action violated the reasonable times and confer in good faith collective bargaining agreement. Aims to with respect to wages, hours, and terms and clarify what those contracts points really conditions of employment, or the mean, ion the context of addressing negotiation of an agreement, or any grievances regarding things like time off, question arising thereunder, and the disciplinary action, and pay. execution of a written contract incorporating any agreement reached if Sources of Grievances requested by either party, but such Absenteeism- an employer fired an obligation does not compel either party to employee for excessive absences. The agree to a proposal or require the employee filed a grievance stating that there making a concession. had been no previous warnings related to excessive absences. What is good faith? Insubordination- an employee on two Good faith bargaining is the occasions refused to obey a supervisor`s cornerstone of effective labor–management order to meet with him, unless a union relations. It means that both parties representative was present at the meeting. communicate and negotiate, match As a result, the employee was discharged proposals with counter-proposals, and and subsequently filed a grievance make a reasonable effort to arrive at an protesting the discharge. agreement. Plant rules- the plant has a posted rule barring employees from eating or drinking How can you tell if bargaining is not during unscheduled breaks. The employees in good faith? Here are some examples. filed a grievance claiming the rule was Surface bargaining. Going through the arbitrary. motions of bargaining without any real intention of completing an agreement. The Grievance Procedure Inadequate concessions. Unwillingness Lists the steps in the procedure, time to compromise. limits associated with each step, and specific Inadequate proposals and demands. rules such as `all charges of contract The NLRB considers the advancement of violation must be reduced to writing. proposals to be a positive factor in It is differ from firm to firm determining overall good faith. Some are simple, two-step procedures. Dilatory tactics. The law requires that The grievance procedure may contain six the parties meet and “confer at reasonable or more steps. times and intervals.” Obviously, refusal to The steps are: meet with the union does not satisfy the 1. First step might be for the grievant and positive duty imposed on the employer. shop steward to meet informally with the Imposing conditions. Attempts to supervisor of the grievant to try to find a impose conditions that are so onerous or solution. unreasonable as to indicate bad faith. 2. Next step involve the grievant and union Making unilateral changes in representatives meeting with higher-level conditions. This is a strong indication that managers. the employer is not bargaining with the 3. Grievance may go to arbitration id top required intent of reaching an agreement. management and the union can`t reach Bypassing the representative. The agreement duty of management to bargain in good faith involves, at a minimum, recognition Guidelines for Handling Grievances that the union representative is the one with Develop work environment in which whom the employer must deal in conducting grievances don`t arise in the first place negotiations. Hone your ability to avoid, recognize, Withholding information. An diagnose, and correct the causes of potential employer must supply the union with dissatisfaction information, upon request, to enable it to Grievances arise only due to supervisor discuss the collective bargaining issues unfairness intelligently. CHAPTER 16: Sometimes, the solution for an unsafe SAFETY, HEALTH, AND RISK condition is obvious, and sometimes it’s not. Personal safety gear like slip-resistant MANAGEMENT footwear and cut-resistant gloves can also reduce risks. Improving Safety Boosts Profits Employees can use stop button devices to Many people assume that when employers cut power to machines. economize on safety programs the money they save improves profits, but that’s not the Lockout/tagout case. a formal procedure to disable equipment Two Relations of Poor Safety such as power saws, to avoid unexpected Practices to Cost activation. Raise wage rates It involves disarming the device and - jobs with riskier working conditions have affixing a “disabled” tag to the equipment. higher wage rates compared to jobs with lower risk working conditions. Job hazard analysis a systematic approach to identifying and Injuries and Illnesses eliminating workplace hazards before they - Injuries and illnesses increase the costs for cause accidents. companies, this is due to the medical expenses, workers’ compensation Operational safety reviews and lost productivity. also known as safety operations reviews - are conducted by agencies to ascertain Human Resources Management’s whether units under their jurisdiction are Roles in Safety complying with all the applicable safety Top Management’s Role in Safety laws, regulations, orders, and rules. - Employers should institutionalize their commitment with a safety policy, Beacons-tiny devices that continuously publicize it, and give safety matters high transmit radio signals identifying priority. themselves. Employers use beacons to keep track of employees, particularly if they’re in The Supervisor’s Role in Accident distress. Used to warn employees, such as Prevention when they’re too close to a danger zone. - The employer had the primary responsibility for safety but the local What Causes Accidents? supervisor was responsible for day-to-day There are three basic causes of workplace inspections. accidents: chance occurrences, unsafe conditions and employees’ unsafe acts How to Prevent Accidents Chance Occurrences are more or less In practice, accident prevention boils beyond management’s control. Example: down to reducing unsafe conditions and walking past a tree just when a branch falls reducing What Causes Unsafe Conditions? unsafe acts. Unsafe conditions are a main cause of Larger firms generally have a chief safety accidents officer or “environmental health and safety officer”. Examples of Unsafe Conditions: But in smaller firms, managers, including Improperly guarded equipment those from human resources, plant Defective equipment managers, Hazardous procedures around machines and first-line managers, share these or equipment responsibilities. Unsafe storage Small business safety can be particularly Improper illumination problematical. Spills on floors Tripping hazards Reducing Unsafe Conditions Working from heights the employer’s first line of defense Electrical hazards Safety engineers should design jobs to remove or reduce physical hazards. Supervisors can use checklists to identify and remove potential hazards.