EMPLOYMENT POLICIES

AND PROCEDURES
 Learning Outcome

 To analyse the unethical issues in HR

 Help to design solutions for such unethical issues

 To analyse the requirement and effectiveness of these HR

policies

 Help to suggest to create new policies for human resource

 Case Study
 Marry had interviewed numerous candidates for the job
opening in her department. She'd finally settled on Brian. He
had good credentials and was available to start working right
away, and she urgently needed to fill the position. So, Marry
offered Brian the job, and he accepted.
 A couple of days before Brian was set to start work, a colleague
told Marry about her friend, Joe, who was looking for a job and
had excellent qualifications for the one Marry was looking to
fill. Marry explained that she'd already hired someone but
agreed to talk to Joe anyway as a favour to her colleague.
 Contd…
 After they talked, Marry was so impressed with Joe that
she wished he had come along before she hired Brian. She
was sure Joe would do a better job, require less training,
and be a greater asset to her department and the
organization. The only problem was that she was already
committed to hiring Brian. Or was she?
 Would it be ethical for Marry to rescind the job offer to
Brian and hire Joe instead?
 Solution
 No. Here's why it would be unethical for Mary to hire Joe instead of
Brian:
 First, she made a commitment to Brian, and she needs to stand
behind that commitment. It may not be against the law to rescind the
offer if no contract was signed, but it just isn't the "right" thing to do.
It reflects poorly on the integrity of the supervisor and the
organization.
 Second, Brian is qualified for the job. He may not be as outstanding
as Joe, but he meets the criteria of the job description and has the
right credentials. If he wasn't someone she really wanted to have
working for her, Mary shouldn't have hired him. She should have
kept interviewing and kept looking.
 Contd…
 What about Joe? Well, if he's really that great, Mary could
talk to other managers and see if someone can find a spot for
him in the organization. Failing that, she can at least keep his
name and number on file, and if an opening does come up
for which he would be qualified, she could give him a call.
That may not be the most satisfying choice. It may not be the
one a supervisor who always wants to hire the best wants to
make. But it is the ethical choice in this situation.
 PERSONNEL POLICIES AND
PROCEDURES

 The rights of workers brings to the force a firm’s human

resource policies and procedures and its implementation.

 1- Selection & Placement
Policies

 Job Specifications

 Tests

 Aptitude Tests

 Interview

 Selection and Placement

 Statements of Employment
 Statements of Employment
• A statement of employment must be provided to
an employee within two months of starting work.
• A statement of employment must include:
 The name of your employer and your name
 The date your employment started
 Your job title and a summary of your duties
 The period of employment, stating whether
it is a permanent position
 The place of work
 How much you will be paid, how often, and
the method of payment; it should also
include information such as travel
allowances and any deductions from pay
 Hours of work
 Holiday entitlement
 Procedures for dealing with absence from work
through illness, or for other reasons.
 Details of pension scheme if applicable
 Details of how to terminate employment (for
example, length of notice required by both you
and your employer)
 Disciplinary rules and procedures (these are
usually contained in A separate document such as
A staff handbook)
 Grievance procedures
 Promotion

 Seniority based

 Merit or skills based

DISCIPLINE AND DISCHARGE

Discipline

 Dress Code

 Discipline of human interaction

 Punctuality and order

 Privacy
 Working hours

 Legal requirements for working hours are laid down in

the Working Time Regulations.

 Workers aged 18 or over cannot be forced to work for

more than 48 hours a week on average.

 Young workers under age 18 are restricted to a maximum

working week of 40 hours, and each working day must
be no longer than 8 hours.
 DISCHARGE

 Dismissal

 Termination

 Lay off

 Retrenchment
 Discharge of Employment
 An employer must provide fair and reasonable grounds
for dismissal.
 The notice period for a dismissal should be a minimum
according to the following:

- One week if employed between one month and two

years

-An additional week’s notice for every continuous year

of employment between two and twelve years

-Minimum twelve weeks notice if in continuous

employment for 12 years or more.
 Wages
 An employer is required by law to provide an itemised payslip showing
the following:

-The gross wages earned before deductions

-The amounts of and reasons for any deductions, for example Premium
of insurance, recovery of loan

-The net or ‘take home’ pay.

 An employer is legally required to keep records of the payments made,
including any deductions.
 The rate of pay in smaller companies is often negotiated between
employer and employee.
 In larger companies, pay rates and working conditions may be
determined collectively between an employer and a trade union.
 Sick Pay
 In most cases you will be required to submit a self certificate of
sickness for periods of up to 7 days.
 Sickness periods over 7 days normally require a medical
certificate provided by a GP.
 Your employer will expect you to notify him/her of your inability
to work due to sickness as soon as possible and to keep them
updated on progress if the sickness period becomes longer term.
 If you are off sick for 4 consecutive days or more (assuming a
doctor’s certificate is provided) you are entitled to Statutory Sick
Pay (SSP).
 SSP is paid by the employer in the same way that wages are paid.
 Maternity Leave
 All pregnant female employees are entitled to paid time off for
antenatal care.

 All pregnant employees are entitled to 52 weeks of maternity leave –

26 weeks of Ordinary Maternity Leave and 26 weeks of Additional
Maternity Leave.

 Employers may make reasonable contact with a woman on maternity

leave for a number of reasons, such as to discuss arrangements for
her return to work.
 Employees who wish to return to work either earlier or later than
agreed with the employer should provide eight weeks’ notice, unless
the employer agrees to less notice being given.
 Employees normally have a right to return to the same job after
maternity leave.
 Paternity Leave
 Employees must satisfy the following conditions in order to
qualify for paternity leave. They must:
-Have or expect to have responsibility for the child’s
upbringing
-Be the biological father of the child or the mother’s husband
or partner
-Have worked continuously for their employer for 26 weeks.
 Eligible employees can choose to take either one week or two
consecutive weeks of paternity leave.
 Only one period of leave is available to employees
regardless of whether more than one child is born as the
result of the same pregnancy.

 Paternity leave can start on any day of the week on or the

child’s birth but must be completed in two consecutive
weeks.

 During their paternity leave, most employees are entitled

to Statutory Paternity Pay (SPP) from their employers.
 Statutory Paternity Pay is paid by employers for either one
or two consecutive weeks as the employee has chosen.
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