Professional Documents
Culture Documents
almost
every organization has diverse work force so it’s very difficult to manage internal
relations among employees and management. In employee relations it’s mandatory for
Downward, and out of the organization. In order to ensure that workers with the proper
skills and experience are available at all level, constant and concerted efforts and require
to maintain good internal employee relations program is very beneficial to both the
the movement of employee within the organization. These HRM activities include
Discipline:
Discipline is the state of employee self control and orderly conduct and
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DISCIPLINARY ACTION:
Effective disciplinary action addresses the employees’ wrongful behavior, not the
the employee and for the organization. It is not usually management’s initial response to
a problem. Normally, there are more positive ways of convincing employees to adhere to
company policies that are necessary to accomplish organizational goals. The major
purpose of disciplinary action is to ensure that employee behavior is consistent with the
firms’ rules. Rules are established to further the organization’s objectives. When a rule is
Disciplinary action can also help the employee become more productive, thereby
The disciplinary action process is dynamic and ongoing. Because one person’s action can
affect others in a work group, the proper application of disciplinary action fosters
administered disciplinary action can have a detrimental effect on other group members.
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The disciplinary process is shown in table .The external environment affects every area of
human resources management, including disciplinary policies and actions. Changes in the
and may even necessitate new rules. Laws and government regulations that affect
Union are other external factor. Specific punishment for rule violations is subject to
Changes in internal environment of the firm can also alter the disciplinary process.
Through organizational development, the firm may alter its culture. This change may
Organization policies can also have an impact on the disciplinary action process.
Rules are specific guides to behavior on the job. After management has established rules,
employees should realize that certain behaviors are unacceptable and should not be
repeated it.
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EXTERTNAL ENVIRONMENT
INTERNAL ENVIRONMNET
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Organizational Goals
Establish Rules
Communication Rules
to employees
Observe performance
Compare performance
with rules
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Take appropriate
Disciplinary Action
Several concepts regarding the administration of disciplinary action have been developed.
Three of the most important concepts are the hot stove rule, progressive disciplinary
One approach to administering disciplinary action is referred to as the hot stove rule.
According to this approach, disciplinary action should have the following consequences,
1. Burns immediately:
individual will understand the reason for it. With the passage of time, people have the
tendency to convince themselves that they are not at fault, which tends in part to nullify
2. Provides warning:
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It is also extremely important to provide advance warning that punishment will
Disciplinary action should be consistent in that everyone who performs the same
4. Burns impersonally:
Disciplinary action should be impersonal the hot stove burns anyone who touches
it without favoritism.
Although the hot stove approach has some advantages but also has some weaknesses.
It is basically indented to ensure that the minimum penalty appropriate to the offense
is imposed. It is session of answering questions about the severity of the offense. The
disciplinary action.
In order to assist managers in the organizing the proper level of disciplinary action,
some firms have formulized the procedure. One approach is to establish progressive
It gives worker some time of and pay to think about whether he or she wants to follow the
rules and continue working for the company. When an employee violates the rule, the
managers issue an oral reminder and in case of repetition brigs a written reminder. And if
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it happens again the result in the worker having to take one, two or three days off to think
about the situation. During the first two steps the managers tries to encourage the
employee to solve the problem. If the third step is taken, upon the worker return, he or
she and the supervisor meet to agree that the employee will not violate the rule again or
This approach keeps workers from taking undue advantage of the process.
It is very difficult task and many managers avoid taking disciplinary actions due to
following reasons:
1. Lack of training: The supervisor may not have the proper knowledge and skills
2. Fear: The supervisor may be concerned that top management will not support his
action.
3. The only one: It also possible that he may be thinking that no one else is
4. Guilt: The supervisor may have some sort of guilt that if I‘ve done the same
thing?
5. Loss of friendship: The supervisor may believe that the action will damage his
6. Time loss: The supervisor may don’t want to loss his valuable time that is
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7. Loss of temper: The supervisor may be afraid of his temperament mean may he
feels that he will loss his temper while taking that action and may be he got rash.
8. Rationalization: The supervisor may think that the employee knows it was a
These reasons apply to all forms of disciplinary actions---- form an oral warning to
termination. Supervisor often avoid this form of disciplinary action, even when it is in
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The Labour Relations Process
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As a result of economic needs (wages and benefits).
individually
Grievance Procedure
Grievance
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A violation of law
negotiations.
Grievance Procedure
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Grievance Arbitration
Rights Arbitration
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Many factor involve in the evaluation of arbitration
5. Knowledge of rules
6. Warning
Arbitrator declares the hearing open and obtains the submission agreement.
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Each side presents its case using witnesses and evidence; witnesses can be cross
examined.
Arbitrator closes hearing and designates date and time for rendering the award.
TERMINATION
Therefore, it should be the most carefully considered disciplinary action. The experience
organization. Feelings of failure, fear, disappointment and anger can occur. It is also a
difficult time for the person making the termination decision termination is a extremely
serious form of discipline and must, therefore always be carefully considered and
Individual in this category are neither manager nor professionally trained individual, such
truck drivers, and waiters. If firm is unionized, the termination procedure is typically well
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defined in the labor-management agreement. For example, drinking on the job might be
identified as a reason for immediate termination. Excessive absences, on the other hand
may require three written warnings by the supervisor before termination action can be
taken. When the firm is union-free, there workers can generally terminated more easily.
TERMINATION OF EXECUTIVES:
executive has probably been approved by the CEO in the organization. In addition, the
reasons for termination may not be as clear as those for lower level employees. Some of
Economic:
Reorganization/downsize:
Philosophical differences:
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Decline in productivity:
The executive may have been capable of performing satisfactory in the past, but,
PROFESSIONALS:
In the past, the most vulnerable and perhaps the most neglected group of employees with
regard to termination have been middle and lower level managers and professionals, who
are generally not union members and, thus not protected by a labor-management
agreement. They also may not have the political clout that a terminated executive has.
Termination may have been based on something as simple as the attitude or feelings of an
immediate superior.
EMPLOYMENT AT WILL
work for an employer but no agreement exists as to how long the parties expect the
employment to last”
Employers can do certain things top help protect themselves against litigation for
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DEMOTION AS AN ALTERNATIVE TO TERMINATION
Termination frequently is the solution when a person is not able to perform his or her
satisfactorily for many years, but his or her productivity may then begin to decline for a
Emotions often run high when an individual is demoted. The demoted person may suffer
loss of respect from peers and feel betrayed, embarrassed, angry, and disappointed. The
employee’s productivity may also decrease further. For these reasons, demotion should be
used very cautiously. One means of reducing the trauma associated with a demotion is to
establish a probationary period in which a promoted worker is permitted to try out the
new job. If demotion is chosen over termination, effort must be made to preserve the self-
The handling of demotion in a unionized organization is usually spelled out clearly in the
unsatisfactory performance, the union should be notified of this intent and given the
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LAYOFFS
When demand is low, the firm has no alternative but to lay off workers .Although being
laid off is not the same thing as being fired, it has the same effect: The worker is
unemployed. And in today’s work environment, there may be little chance of the worker
being rehired. Being laid off can often has extreme psychological consequences.
LAYOFF/RECALL PROCEDURES:
Even in this rapidly changing environment, at times recalls are necessary. Whether the
developed .workers should understand when they are hired how the system will work in
the event of a layoff. When the firm is unionized the layoff procedures are usually stated
clearly in the labor-management agreement. Seniority usually is basis for layoffs, with
the least senior employees laid off first. The agreement may also have a clearly spelled
out bumping procedure. When senior-level positions are eliminated, the people
occupying them have the right to bump workers from lower-level positions, assuming
that they have the proper qualifications for the lower-level job. When bumping occurs the
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OUTPLACEMENT:
terminated employees in locating jobs. The use of outplacement began at the executive
level but has recently been used at other organizational level else. In outplacement, laid
off employees are given assistance in finding employment elsewhere. Outplacement are
use of a transition center, individual counseling, job fairs, complete access to office
equipment and free postage for mailing application letters and resumes.
TRANSFERS
may be initiated by the firm or by an employee. The process does not, and should not,
Transfers serve several purposes. First, firms often find it necessary to reorganize. Offices
and departments are created and abolished in response to the company’s needs. In order
to fill positions created by reorganization, employee moves not entailing promotion may
be necessary. The same is true when an office or department is closed. Rather than
terminate valued employees, management may transfer them to other areas within the
organization.
Second reason for transfers is to make positions available in the primary promotion
channels.
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Another reason for transfer is to satisfy employees’ personal desires. The reason for
wanting a transfer is numerous. For example an individual may need to work closer to
Transfers may also be an effective means of dealing with personality clashes. Some
should establish clear policies regarding transfers. Such policies let workers know in
advance when a transfer request is likely to be approved and what its ramifications will
be.
A GLOBAL PROSPECIVE
international transfers are initiated by the firm. International transfers are used to take
A well-thought-out expatriate transfer policy can help a company avoid many of the
frustrations and pitfalls of sending people abroad while achieving cost savings. The
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PROMOTION
organization.
The term promotion is one of the most emotionally charged words in the field of
additional financial rewards and the ego boost associated with achievement and
accomplishment. Most employees feel positively about being promoted. but for every
individual who gains a promotion, there are probably others who were not selected. If
these individual wanted the promotion badly enough, they may slack off or even resign.
RESINATION
Even when organization is totally committed to making its environment a good place to
work, workers will still resign. Some employees cannot see promotional opportunities.
A frequently given reason for resignation is the desire to obtain a better salary and/or
benefits. However, most firms either conduct salary surveys or keep in touch with what
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competitors are paying. Research has shown that when workers mention pay as a reason
for resigning, they often have other deeper reasons for deciding to leave.
Most firms would like to have at least two weeks notice of resignation from departing
workers. However, a month’s notice may be desired from professional and managerial
RETIREMENT
based on reaching a certain age or working a certain number of years with the firm, or
both. Upon retirement, former employees usually receive a pension each month for the
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BIBLIOGRAPHY
6th edition
3. www.google.com
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