Maintaining High Performance(A Shift from ER to LR)

Week 112BC3

__________________________Dr. Teal McAteer

DeGroote School of Business

Employee Commitment

• Trust in senior leadership• A chance to use skills on the job• Job security• Competitiveness of rewards• The quality of the organization’s

products/services• The absence of work-related stress; and• The honesty and integrity of the employer’s

business conduct

Why are Good Employee Relations Practices Important?

• Improve productivity

• Ensure implementation of organizational strategies

• Reduce employment costs

• Help employees grow and develop

5 Key Dimensions of Employee Relations

Employee Counselling

Employee Communication

Employee Involvement

Employee Rights

Employee Discipline

GOOD EMPLOYEE RELATIONS

Employee Counselling

Definition:

• Discussion of a problem with an employee, to help the employee better cope with the problem

Employee Counselling – Functions(Stress Management Coaching)

• Advice

• Reassurance

• Communication

• Release of emotional tension

• Clarified thinking

• Reorientation

Employee Assistance Programs

• Employee and Family Assistance Programs (EFAP)

• Workplace provides access to professional counselling services for employees and their families

• Comprehensive company programs that seek to help employees overcome personal and work-related problems

Employee Discipline

• Discipline is management action to encourage compliance with organizational standards

• Preventive Discipline – Action taken prior to any infraction to

encourage employees to follow the rules

• Corrective Discipline– Action that follows a rule infraction and seeks

to discourage further infractions

Restrictions on Discipline

• Union contracts

• Government legislation

• Due process

• Hot-stove rule

Progressive Discipline

• A type of discipline whereby there are stronger penalties for repeated offences e.g. verbal reprimand, written reprimand

• . . . “up to and including termination”

• Reasonable time frame

Positive Discipline

• Positive discipline takes a problem-solving approach to resolve the performance or behaviour issue:– focus on the specific problem, rather than the

employee’s attitude or personality– gain agreement that a performance problem exists

and that the employee is responsible– take a problem-solving approach– document commitments made– follow-up

Dismissal

• Just Cause° Incompetent work performance° Employee misconduct

• Without Cause° Business or economic reasons

• Wrongful dismissal° Employment Standards Act (non-union)

Dismissing an Incompetent Employee

Document failure to

meetstandards

Reasonable &objective

performance standards

Reasonable time

given to improve

Show that employee

wasgiven time,

training, etc.

Evidence of

warnings

Requirements to Dismiss

Constructive Dismissal

• A major change in the employment terms that results in an employee resigning, may be considered constructive dismissal– e.g. significant change in job function,

demotion, demand for an employee’s resignation, forced transfer

Reasonable Notice & Severance

• When an employer does not have just cause for dismissal, “reasonable notice” or compensation in lieu of notice must be provided.

• Reasonable Notice or Severance Considerations:– Employee’s age, length of service, salary,

occupational status, labour and market conditions

Managing the Dismissal

• prepare for the interview and rehearse

• ask “how would I like to be treated?”

• get to the point

• select the time and place

• have necessary information ready

• notify others to ensure duties are covered

• ? special security

• discuss with colleagues who have experience

Employee Rights

• Right to privacy

• Right to fair treatment

• Rights in business closings and workplace restructuring

Employee Involvement

• Employee involvement interventions

• High involvement work practices

• Employee self-service

Employee Communication

• Downward communication systems– in-house publications– Information booklets– Employee bulletins– Pre-recorded messages– Electronic communication– Information sharing and open book

management

• Upward communication systems– Grapevine– Electronic communication– In-house complaint procedures– Manager-employee meetings– Suggestion systems– Employee attitude/opinion surveys

Job Security, Downsizing, and Employee Retention

• No-layoff policies

• Organizational downsizing

• Retaining top performers

• Telecommuting