SPP Ch.9

This is involved if the employer's action in dismissing the employee significantly 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.

An employee's Liberty interest

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

Organizational practices

The most frequently cited reason for opposition (by employees) is:

The inconsistency of supervisors in enforcing all organization rules.

The grievance is transmitted to the top level of management within the organization.

Third Step

Commonly cited as causes of employee dissatisfaction with their leaders: (7)

(1) Failure to give recognition to employees when they believe they have earned it. (2) Use of intemperate language by the supervisor (3) Harsh arbitrary methods in dealing with subordinates (4) Display favoritism, existence of dual standards of conduct (5) Unfairness of supervisors in the application of rules to Subordinates (6) Excessive Supervision (7) Existence of cliques (even if the supervisor is not part of it) . These dissatisfactions are a prime cause of grievance and complaints of various types and contribute markedly to a lowering of morale.

Frequent transfer of an employee from one assignment to another is sometimes used to remove an employee from an unwholesome environment; but frequently, such treatment is more injurious, if not more immoral, that the conduct that it is designed to cure. What are the three names for this?

(1) Freeway therapy (2) Transfer treatment (3) The wheel

Generally courts have rules that an employee cannot be penalized for his acts unless it can be proved that: (4)

(1) His conduct was related to his performance of duty and impaired his efficiency (2) Seriously interfered with the operational efficiency of the organization (3) Interfered with the maintenance of good order within the organization (4) It was common knowledge that the conduct was prohibited

Carpenter and Fulton offer several important guidelines for the supervisor in dealing with unions: (3)

(1) Know the union representative (2) Have a good working knowledge of the contract, rules, regulations, and policy. (3) Follow the grievance procedure

Studies among peace officer have revealed some distinct dissatisfaction among organizational rules and regulations. Employees were opposed to rules governing their: (5)

(1) Off-duty employment (2) hairstyles (3) Mustaches and beards (4) Criticism of the organizations (5) Place of risidence

Real or imagined dissatisfaction or grievances often result from management or supervisory practices perceived by workers as a threatto their: (3)

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

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. He has several options: (3)

(1) Take action without legal support and risk being overruled in a court if challenged. (2) He can overlook the conduct and do nothing (3) The third will test his persuasive ability to eliminate the unacceptable demeanor by convincing his subordinates of the value of high professional standards and ideals.

Studies have consistently shown that employee dissastisfactions and grievances arise from factors that can be broadly categorized into four areas: (4)

(1) The working environment (2) Harsh, tyrannical or inept supervisory practices (3) Misunderstandings about policies and procedures (4) Management failures of various types

The typical symptoms that should alert a supervisor to the existence of dissatisfaction among his subordinates are similar to those of frustration. other manifestations of dissatisfactions might be: (7)

(1)Increased "Blue Monday" absenteeism (2) Growing inattention to duty (3) Excessive tardiness (4) Indifferent to job requirements (5) Hostility and irritability of employees (6) General deterioration in performance and morale (7) Similar reactions

90 percent of grievances brought to an arbitration hearing involve this:

Discipline brought against an officer

The supervisor or the employee representative receives the complaint.

First Step

Which step in the grievance procedure is the most critical to the employee, the supervisor and the organization?

First Step

which step in the grievance procedure? . Voluntary arbitration

Fourth Step

This is the interest in the employee's position, it is present when the tenured employee has a legitimate claim to his job by statute contract, or by existing rules or understandings.

Property

Which step in the grievance procedure? . The complaint is referred to a higher intermediate level of management for resolution.

Second Step