Ch. 5: Employee and Labor Relations pt 1

Workplace behavior issues

*Absenteeism *Dress code *Insubordination

Worker Adjustment and Retraining Notification (WARN) Act of 1988

*Act requires 60 days' advance notice in the event of layoffs or plant closings *Mass layoff: 500 employees laid off, or 33% of workforce *Plant closing: 50+ employees lose jobs due to facility shutting down

FTC proper disposal

*Burn/shred *Destroy/erase e-files *Conduct due diligence and hire a document destruction contractor

An electronic storage system must (6):

*Controls for integrity, accuracy and reliability *Controls to detect and prevent unauthorized or accidental modification of e-files *Controls for audit trail and modifications are tracked *QA and inspection *Detailed index of data so records can be immediately accessed *Legible and readable

Narrative performance appraisal methods

*Critical incident review: during review period, supervisors make notes of performance and write narrative *Essay: reviewer writes short description of each employee's performance *Field review: conducted by someone other than supervisor

3 Situations in which WARN notice isn't required

*Faltering company: company is trying to obtain funding but giving notice would hinder ability to obtain funding *Unforeseeable business circumstance: sudden and expected negative change that wasn't predicted *Natural disaster: flood, earthquake, fire, etc

Workforce Investment Act (WIA) 3 goals

*Improve workforce quality *Enhance national productivity and competitive ability *Reduce reliance on welfare

Rating performance appraisal methods

*Rating scales: scales of 1-10, or phrases like "meets expectations" "exceeds expectations" *Checklist

Elements of Performance Appraisal (5)

*Supervisor assessment *Employee self-assessment *Assessment from others *Goal setting *Development goals

3 types of arbitrators

Ad hoc: hear one case Permanent: both parties agree is fair and impartial to resolve disputes Tripartite arbitration: 3 arbitrators who hear the issues and reach joint decision

Trade Adjustment Assistance (TAA)

Assist workers that lose their jobs as result of an increase in imported goods.

B.F. Skinner: Operant Conditioning (1957)

Behavioral Reinforcement/Modification through: Positive Reinforcement - encourages continuation of behavior with pleasant response Negative Reinforcement - encourages continuation of behavior by removing a pleasant response Punishment - discourages future occurrence of behavior by providing an unpleasant response Extinction - discourages future occurrence of behavior by ceasing to reinforce it

Employee feedback (5)

Employee surveys Exit interviews Focus group Skip-level interview Job-descriptive index - measure elements of job dissatisfaction

David McClelland: Acquired Needs Theory (1961)

Experiences acquired throughout people's lives motivate people to achieve in one of 3 areas: Achievement - take risks to achieve their goals Affiliation - look for acceptance in their work group Power - personal or institutional

HERO

Hope, efficacy (employees believe they can achieve), resiliency, optimism

Clayton Alderfer: ERG Theory (1969)

Identifies three levels of needs: existence (maintaining basic life needs) relatedness (social needs and esteem we find from others) growth (self-esteem, self-actualization).

Positive Employee Relations Programs (8)

Must have mutual respect, trust, open communication, fair treatment. Recognition Special events Telecommuting Flextime Compressed workweeks Part-time work Job sharing

Communicating with Employees (12)

Open-door policy Management by walking around Department staff meetings All-hands/Town hall meetings Brown bag lunch - small group of employees meet with sr. manager Newsletter Intranet - sharepoint Word of mouth Email Digital platforms IM Company videos

Victor Vroom: Expectancy Theory (1954)

People calculate what it takes to succeed and the effort necessary to obtain it Expectancy - motivation starts with an assessment of capabilities to successfully complete an assignment Instrumentality - WIIFM? Valence - Is possible reward worth the effort?

Abraham Maslow: Hierarchy of Needs (1954)

Physiological needs: most basic - sustenance and shelter Safety needs: safe from physical and emotional harm Social needs: desire for acceptance and belonging in the social group Esteem needs: recognition for achievements Self-actualization needs: motivated by opportunities to become creative and fulfill potential

Frederick Herzberg: Motivation/Hygiene Theory (1959) aka 2 factor theory

Satisfaction (motivation) factors motivate by changing the nature of work so people feel challenged Dissatisfaction (hygiene) factors allow people to avoid unpleasant experiences. Ex: quiet quitting Herzberg's theory is the concept of job enrichment.

The J. Stacey Adams: Equity Theory (1963)

Says that people are constantly measuring what they put into work against what they get from work.

Taxman vs. Board of Education of Piscataway (1993)

Sharon Taxman sued the school board for racial discrimination - blacks were employed at twice the rate of whites. Courts found in Taxman's favor.

Employee Involvement Strategies (9)

Technology - gather feedback in real time Suggestion box Delegating authority Task force Committees - address ongoing issues Work team - work together to accomplish assignments; can be cross-functional Virtual work team Employee-management committees - solve problems in a variety of areas Self-directed work team

Douglas McGregor: Theory X and Theory Y (1960)

Theory X managers: view employees as lazy Theory Y managers: believe people will seek out challenging work

Weingarten rights

Union employees' right in U.S. to have a union representative or coworker present during an investigatory interview.

Conscientiousness

achievement-oriented and dependable

Paired (comparison appraisal method)

all employees in the group are compared to one employee at a time

Neuroticism

anxious - lack of success

Agreeableness

approachable and warm/ easy to get along with

Behaviorally Anchored Rating Scale (BARS)

best-known behavioral review - combines qualitative and quantitative data for review process. Compares performance against specific examples of behavior and uses the job description

Voluntary arbitration

both parties submit the conflict to an arbitrator for resolution.

Emotional intelligence

characterized by individuals who are aware of their emotions and are able to control how they react to them. It has 3 main aspects: Self-awareness, other awareness, and emotional regulation (controlling emotions)

Alternative dispute resolution (ADR)

covers range of methods used to solve disagreements without litigation

Openness

curious and explore new ideas

When making layoff decisions, it is necessary to document the business reason to ensure there is no

disparate impact

Nonbinding arbitration

either party may reject the decision and continue the dispute by filing a lawsuit

Interpersonal intelligence

emotional intelligence and social aptitude

Duty of diligence

employee must act with reasonable care and skill

Duty of obedience

employee must follow policies and procedures

Duty of loyalty

employees act in best interest of employer

Ranking method (Comparison appraisal method)

employees are listed in order from highest to lowest performer. Good for small groups

Emotional labor

employees suppress how they really feel on the job. Linked to increased burnout and job stress

Emotional contagion

employees that suppress feelings express negative feelings to coworkers

Due process

employment actions are taken in accordance with established procedures, to any allegations prior to making a final adverse employment decision

Myers-Briggs Type Indicator

extroversion/introversion; sensing/intuition; thinking/feeling; judging/perceiving

Constructive confrontation

form of mediation, based on the idea that conflict can be healthy and moves focus from solving problems to remembering the non-essential elements from the conflict until only the core remains

Policies

guidelines developed by the employer to guide organizational decisions

Organizational climate

how people feel about an organization based on observable practices and employee perceptions

Employee engagement

individual's total immersion into work - socially, physically, mentally Engaged employees are more productive and feel more valued by their employer.

Peer-review panel

management and non-management employees are trained in company policy.

Forced ranking/distribution (Comparison appraisal method)

managers rank employees according to a bell curve

Compulsory arbitration

mandated by court system as means of reducing backlog of civil lawsuits

The Big Five: OCEAN

openness, conscientiousness, extroversion, agreeableness, neuroticism

Extroversion

outgoing and sociable

Binding arbitration

parties agree to accept arbitrator's decision as final

Mediation

parties work together with mediator to resolve the problem

Organizational citizenship behaviors (OCB)

positive employee behavior that goes beyond transactional nature of job tasks Altruism - helping people without regard to personal gain Courtesy - showing care and interest in others' priorities and needs Conscientiousness - act within personal and professional guidelines

Performance appraisal

process of reviewing how well employees perform their duties during a specified period of time.

Procedures

provide explanation and details of how policy is applied

Arbitration

resolve conflicts without a lawsuit.

Intrapersonal intelligence

the ability to understand oneself

Outplacement

used to transition employees that are leaving - helps with resumes, interview prep, etc.

Types of Records Generated by HR

view google doc

Work rules

what employee may/may not comply

PsyCap

who a person currently is and who they are becoming. HERO

Organizational culture

why people feel that way; sharing of values and beliefs and behaviors related to them