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