1. © 2008 by Prentice Hall13-1 Human Resource Management Chapter 13 INTERNAL EMPLOYEE RELATIONS

2. © 2008 by Prentice Hall13-2 HRM in Action: Continuous Background Checking Not just for pre-employment any more Few employers are screening their employees on an ongoing basis People and events are ever-changing Examples: Financial devastation, marital collapse or a medical crisis can send a person with the cleanest record over the edge

3. © 2008 by Prentice Hall13-3 Internal Employees Relations Defined Human resource activities associated with movement of employees within firm after they become organizational members

4. © 2008 by Prentice Hall13-4 Internal Employees Relations Activities Promotion Transfer Demotion Resignation Discharge Layoff Retirement Discipline Disciplinary action

5. © 2008 by Prentice Hall13-5 Employment at Will Unwritten contract created when employee agrees to work for employer No agreement as to how long parties expect employment to last Approximately 2 of every 3 U.S. workers depend almost entirely on continued goodwill of employer

6. © 2008 by Prentice Hall13-6 Not Included Individuals with a contract for a specified time period - collective bargaining agreements between labor and management and teachers Whistleblowers

7. © 2008 by Prentice Hall13-7 Exceptions to Employment-at-Will Doctrine Prohibiting terminations in violation of public policy Permitting employees to bring claims based on representations made in employment handbooks Permitting claims based on the common- law doctrine of good faith and fair dealing

8. © 2008 by Prentice Hall13-8 How Employers Can Protect Themselves No statements suggesting job security or permanent employment Avoiding statements during job interviews, such as “You can expect to hold this job as long as you want” - Could be considered a contractual agreement A person should not be employed without a signed acknowledgment of the at-will disclaimer

9. © 2008 by Prentice Hall13-9 How Employers Can Protect Themselves (Cont.) Clearly defining worker’s duties Providing good feedback on a regular basis Conducting realistic performance appraisals on a regular basis There is no law involving ethical considerations for employment-at-will

10. © 2008 by Prentice Hall13-10 Discipline and Disciplinary Action Discipline - State of employee self-control and orderly conduct Disciplinary action -Invokes penalty against employee who fails to meet established standards

11. © 2008 by Prentice Hall13-11 Effective Disciplinary Action Addresses employee’s wrongful behavior, not employee as a person Should not be applied haphazardly Not usually management’s initial response to a problem Normally, there are more positive ways of convincing employees to adhere to company policies

12. © 2008 by Prentice Hall13-12 The Disciplinary Action Process Set Organizational Goals Establish Rules Communicate Rules to Employees Take Appropriate Disciplinary Action Observe Performance Compare Performance with Rules EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT

13. © 2008 by Prentice Hall13-13 Disciplinary Action Word discipline comes from word disciple Translated from Latin, it means, to teach Intent of disciplinary action should be to ensure recipient sees disciplinary action as learning process

14. © 2008 by Prentice Hall13-14 Approaches to Disciplinary Action Hot stove rule Progressive disciplinary action Disciplinary action without punishment

15. © 2008 by Prentice Hall13-15 Hot Stove Rule Burns immediately Provides warning Gives consistent punishment Burns impersonally Problem - All situations are not the same