ALPHASP10

Generally, courts have ruled that an employee cannot be penalized for his acts unless it can be proved that:

- his conduct was related to his performance of duty and that it impaired his efficiency seriously interfered with the operational efficiency of the organi¬zation - interfered with the maintenance of good order within the organization - or was common knowledge that the particular conduct was prohibited

Seven typical symptoms that should alert a supervisor to the existence of dissatisfaction among his subordinates, they are

- increased "blue Monday" absenteeism - growing inattention to duty - excessive tardiness - indifference to job requirements - hostility and irritability of employees - general deterioration in perfor¬mance and morale and similar reactions

Generally, courts have ruled that an employee cannot be penalized for his acts. Some of the most doubtful issues rise from conduct such as these five things :

- off-duty employ¬ment - off-duty use of alcohol - bankruptcy, - failure to pay debts - and immoral conduct not involving an unlawful act.

Personnel who had strongest feelings about department rules and regulations relating to:

- the operation of vehicles - courtesy to the public - use of physical force - use of firearms and other general department restrictions on conduct and performance

Officers who had the strongest opinions about organizational controls of:

- their moral conduct - personal debts, - off-duty use of alcohol

Poor supervisory practices account for a large share of dissatisfaction and negative feelings of employees the following eight reasons are commonly cited as causes of employee dissatisfaction with their leaders:

-Failure to give recognition to employees when they believe they have earned it - Use of intemperate language by the supervisor - Harsh arbitrary methods in dealing with subordinates - Display of favoritism - Existence of dual standards of conduct - Unfairness of supervisors in the application of rules to subordinates - Excessive supervi¬sion - Existence of cliques

Such studies have consistently shown that employee dissatisfaction and grievances arise from factors that can be broadly categorized into four areas:

-the working environment - harsh, abusive, tyrannical, or inept supervision - misunderstandings about policies and proce¬dures of the organization - management failures of various types

Real or imagined grievances often result from management or supervisory practices perceived by workers as a threat to their:

1. Personal rights 2. Right to fair treatment 3. Infringement on their right to privacy

Which Step in the Grievance Procedure? the supervisor or the employee representative receives the complaint

1st step

Which Step in the Grievance Procedure? complaint is referred to an intermediate level of management for resolution.

2nd step

Which Step in the Grievance Procedure? the grievance is transmitted to the top level of management within the organization

3rd step

Which Step in the Grievance Procedure? This is the final step in the grievance procedure

4th step

This is perceived far more frequently than any other cause as a reason for opposition in rule enforcement:

Inconsistency of supervisors in enforcing all organization rules

The employee is said to have a _____________ ___________ when the employer's action in dismissing him signifi¬cantly damages his reputation or standing in the community or stigmatizes him to such a degree that he is unable to take advantage of future employment opportunities

Liberty interest

The U.S. Supreme Court held in _______________that a tenured public employee is entitled, under due process, to; - Oral or written notice of the charges against him - an opportunity to tell his side of the story before he is terminated

Loudermill

These types of procedures would be the safest course to follow in important disciplinary cases.

The Morrissey procedures

When some factor in an employee's working environment causes him to complain orally or more formally, in writing, it is usually referred to as:

a grievance

Usually, this type of approach, coupled with sound supervisory practices, fair play, and common sense, will provide the answers to these problems:

an objective approach

Many of the causes for employee complaints can be prevented by the supervisor if he consistently adheres to the

basic tenets of leadership.

These three terms refer to the frequent transfer from one place, one shift, or one assignment to another, is sometimes used to remove an employee from an unwholesome environment to one of lesser exposure.

freeway therapy, transfer treatment, or the wheel

Once the supervisor recognizes the symptoms that strong feelings of discontent are growing among his subordinates, he should try to determine what the cause might be. In doing so, he will look to these types of leaders:

indigenous leaders

According to Holden, "Where possible, grievances should be handled at the:

lowest possible level

Crank and Caldero have identified this as the primary source of stress for police officers.

organizational practices

The employee is said to have a _____________ ___________ when the tenured employee has a legiti-mate claim to his job as conferred by statute, contract, or existing rules or understandings.

property interest

Which Step in the Grievance Procedure? This step in the procedure is most critical to the employee, the supervisor, and the organization

the first step

Physical factors in the working environment give rise to a large portion of employee dissatisfaction. Five physical factors could be :

- Bad lighting - improper temperature - uncleanliness or inadequate rest- room facilities - unsatisfactory operational equipment - other workplace deficiencies

The supervisor who discovers among his subordinates non-job-related behavior that is not legally actionable but that is contrary to the best interest of the organization may feel compelled to do something. In such cases, he has three options

- He can take action without legal support and risk being overruled in a court if challenged - he can over¬look the conduct and do nothing - The third option will test his persuasive ability to eliminate the unacceptable demeanor by convincing his subordinates of the value of high professional standards and ideals.

Individuals who had the strongest opinions about the regulation of their personal conduct by their organization were rather explicit in their reactions: They indicated that their greatest concern was that such rules and regulations placed undue restrictions on their personal rights; they were opposed to these four:

- controls governing their off-duty employment -their hairstyles or mustaches or beards -their criticism of the organization -their places of residence

This is considered sacrosanct and non-negotiable by virtually all rank-and-file police officers."

Procedural due process

Observations indicate that managers in law enforcement agencies tend to communicate organizational policies and procedures

Rather well