8 MANAGING PEOPLE Decipline Administration & Grievances Handling MATHISHA HEWAVITHARANA Managing Human Resources MBA (Col),BBA Sp.Mktng (Col), PPG DIP. In Mktng (UK), MCIM (UK), Chartered Marketer 14 th edition (UK), Practicing Marketer (SL), ACMA, CGMA CIMA (UK), DBF (IBSL), AIB (IBSL), Bohlander • Snell MSLIM(SL), PowerPoint Presentation by Charlie Cook Head of Branches - Siyapatha Finance PLC The University of West Alabama
Chapter Contents Summarized Chapter Contents: 1. Definitions 2. Disciplinary Management 3. Grievance Handling 2 – 2
Discipline & Grievance Handling Definitions : • Discipline is a ‘ Management’s Complaints’ against an employee. • Grievance is an ‘Employee’s complaint’ against management. 2 – 3
Discipline & Grievance Handling Typical Reasons for Disciplining Employees : 2 – 4
Discipline & Grievance Handling Ground Rules in Disciplining Employees : • Employees should know what they can and can’t do. • You should clearly communicate the discipline that will take place if employees break your rules. • For this reason, company need to have a good disciplinary policy in place and well communicated to everyone. 2 – 5
Discipline & Grievance Handling Disciplinary Policy : • The policy must be communicated to employees by periodically providing a copy, posting it, or including it in an employee handbook. • Employees should be required to sign an acknowledgment that they have received and read the policy. • The policy also should be covered in new employee orientation. 2 – 6
Discipline & Grievance Handling Reasons for failure to Impose Disciplinary Penalty : 1. The supervisor failed to document earlier actions, so no record existed on which to base subsequent disciplinary action. 2. Supervisors believed they would receive little or no support from higher management for the disciplinary action. 3. The supervisor was uncertain of the facts underlying the situation requiring disciplinary action. 4. Failure by the supervisor to discipline employees in the past for a certain infraction caused the supervisor to forgo current disciplinary action in order to appear consistent. 5. The supervisor wanted to be seen as a likable person. 2 – 7
Discipline & Grievance Handling Setting Organizational Rules : 1. The rules must be reasonable and relate to the safe and efficient operation of the organization. 2. The rules as well as the consequences for breaking them should be written down and widely disseminated to all employees. Neglecting to communicate the rules is a major reason disciplinary actions taken against employees are reversed. 3. The rules should be clearly explained. Employees are more likely to accept a rule if they understand the reason behind it. 4. Employees should sign a document stating that they have read and understand the organizational rules. The rules should be reviewed periodically — perhaps annually — 5. especially those rules critical to work success. 2 – 8
Discipline & Grievance Handling Documenting the Misconduct : 1. Date, time, and location of the incident(s) Negative performance or behavior exhibited by the employee — 2. the problem Consequences of that action or behavior on the employee’s overall 3. work performance and/or the operation of the employee’s work unit 4. Prior discussion(s) with the employee about the problem 5. Disciplinary action to be taken and specific improvement expected 6. Consequences if improvement is not made and a follow-up date The employee’s reaction to the supervisor’s attempt to 7. change behavior 8. The names of witnesses to the incident (if appropriate) 2 – 9
Discipline & Grievance Handling Investigative Interview : Concentrate on how the offense violated the performance and behavior standards of the job. Avoid getting into personalities or areas unrelated to job performance. Give the employee must be given a full opportunity to explain his or her side of the issue. 2 – 10
Discipline & Grievance Handling Approaches to Discipline : Progressive Discipline When applying corrective measures by increasing degrees, always be sure that employees: Know where they stand regarding offenses. Know what improvement is expected of them. Understand what happens next if improvement is not made. Positive Discipline Discipline that focuses on the early correction of employee misconduct, with the employee taking total responsibility for correcting the problem. 2 – 11
Discipline & Grievance Handling Discharging Employees : 2 – 12
Discipline & Grievance Handling Discharge Meeting : 1. Come to the point within the first two or three minutes, and list in a logical order all reasons for the termination. 2. Be straightforward and firm, tactful, remain resolute in your decision. 3. Make the discussion private, businesslike, and fairly brief. 4. Don’t mix the good with the bad. Trying to sugarcoat the problem sends a mixed message to the employee. 5. Avoid making accusations against the employee and injecting personal feelings into the discussion. 6. Avoid bringing up any personality differences between you and the employee. 7. Provide any information concerning severance pay and the status of benefits and coverage. 8. Explain how employment inquiries from future employers will be handled. 2 – 13
Discipline & Grievance Handling Employee Grievances : “A method for employees to use to resolve conflicts when they feel they have been treated unfairly by management.” 2 – 14
Discipline & Grievance Handling Dispute Resolusion Procedure : Step – Review System System for reviewing employee complaints and disputes by successively higher levels of management. Peer – Review System A group composed of equal numbers of employee representatives and management appointees. Functions as a jury since its members weigh evidence, consider arguments, and after deliberation, vote independently to render a final decision. Open – Door Policy A policy of settling grievances that identifies various levels of management above the immediate supervisor for employee to contact. 2 – 15
Discipline & Grievance Handling Dispute Resolusion Procedure : Arbitration - A hearing before someone empowered to resolve the dispute. Mediation - Negotiation between two parties, using a neutral intermediary to assist in settling a dispute. A Well Designed & Communicated Employee Code of Conduct Would Minimize the Requirement for Disciplinary Action and the Possibilities of Employee Grievance. 2 – 16
THANK YOU ! 0773 – 29 20 29 mathihewa@yahoo.com Managing Human Resources 14 th edition Bohlander • Snell PowerPoint Presentation by Charlie Cook The University of West Alabama
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