| Term | Definition |
|---|
| suggestion programs employee opinion surveys top-down communication programs fair treatment programs | Building Two-Way Communication |
| employer programs aimed at fair treatment of employees formal, highly publicized vehicles employees can appeal any eligible issue | Fair Treatment Programs |
| employee right to privacy vs. employer right to know employers concerned with abuse of company property for possible illegal use electronic monitoring easy, inexpensive; legal if balanced with employee rights under privacy legislation (PIPEDA) | Electronic Trespassing and Employee Privacy |
| company email/Internet for business use only no improper/illegal use of computer system deleted messages may still be in the system violation of policy will result in discipline written acknowledgement of policy by employees | Electronic Monitoring Policy |
| Fairness in Discipline – Three Foundations 1.Rules and regulations 2.System of progressive penalties 3.An appeals process | Employee Discipline |
| take a counseling approach exhibit positive non-verbal demeanour provide employee some process/outcome control provide a clear explanation of the problem ensure discussion is held in private ensure that discipline is non-arbitrary/consistent | Fairness in Disciplinary Discussions |
| Issue oral reminder Issue formal written reminder Provide one-day paid decision leave Purge suspension from file if no further incidents for one year Dismissal if behaviour is repeated | Discipline Without Punishment |
| Unsatisfactory performance persistent failure to perform job duties Misconduct insubordination, stealing, fighting Lack of qualifications for the job after attempts to train have been made Changed requirements of/elimination of the job if employee cannot be transferred | Managing Dismissals: Grounds for Dismissal |
| direct disregard for superior's authority refusal to obey orders deliberate defiance of company rules public criticism of superior blatant disregard for reasonable instructions contemptuous display of disrespect disregard for chain of command action to undermine superior | Managing Dismissals: Insubordination |
| in writing or implied employment for indefinite period unless otherwise stated termination requires reasonable notice termination for just cause does not require notice | Managing Dismissals: Employment Contract |
| employee can allege wrongful dismissal if: notice is not provided notice is not considered reasonable | Managing Dismissals: Wrongful Dismissal |
| avoid inducements to lure prospective employees use employment contracts with a termination clause document all disciplinary action do not allege cause unless it can be proven do not terminate on employee | Managing Dismissals: Avoiding Wrongful Dismissal Suits |
| unilateral changes in employment contract, unacceptable to employee demotion forced early retirement forced transfer reduction in pay/benefits changes in job duties/responsibilities | Managing Dismissals: Constructive Dismissal |
| provide warnings before termination (final warning in writing) prepare a checklist of company property to be accounted for change security codes and locks for mass dismissal, prepare news release decide beforehand how to inform coworkers | Managing Dismissals: Dismissal Procedures |
| training and counseling for a terminated employee includes self-appraisal and job search skills | Managing Dismissals: Outplacement Counseling |
| seniority usually used to decide layoffs can also use merit or ability seniority based on original employment date (not date started in current job) employee with more seniority can bump less senior employee in another job (if the more senior employee is qualified) | Managing Separations: Bumping/Layoff Procedures |
| voluntary reduction in pay plan voluntary time off contingent employees Work Sharing Program (HRSDC) | Managing Separations: Alternatives to Layoffs |
| avoid appearance of power/domination avoid win/lose behaviour remain businesslike/professional at all times maintain positive regard for acquired company treat acquired group with care and dignity | Downsizing in a Merger/Acquisition |
| Voluntary (quits) 7.3% Dismissals 6.7% Layoffs 13.5% | Employee Turnover in Canada* |
| Lifestyle goals Financial planning Relationship issues Health issues | Managing Retirement: Pre-retirement Counseling |
Combine with other sets
Share on Facebook
Share on MySpace
!