DEPARTAMENTAL TEST (REVIEWER)

EMPLOYEE RELATIONS MANAGEMENT

GRIEVANCE HANDLING
The following must be clear in the grievance machinery
1.
2.
3.
4.
5.

How a grievance is filled

The grievance procedure
Steps in the grievance procedure
Effective grievance presentation
Referral to voluntary arbitration

EMPLOYEE DISCIPLINE
A. Possible Causes of Discipline Problems
Problems of intelligence and job knowledge
Emotional problems
Motivational problems
Physical problems
Family problems
Problems caused by the work group
Problems originating from company policies
Problems stemming from society and its values
Problems from the work context
The work itself
B. The Discipline Process
Guidelines to observe in the formulation of the policies, rules and regulations on
discipline:
Simplicity of language
Delineation of authority
Reasonableness of the rules
Procedure in the investigation
Sanctions
C. Types of Discipline
Preventive discipline
Progressive discipline
D. Forms of Disciplinary Action
After proper investigation of the infraction of the employee and guilt having
been established, the possible actions that may be taken are the following:
Admonition
Bawl-out
Reprimand
Transfer
Demotion
Suspension
Discharge or dismissal

SEXUAL HARASSMENT
Three models that attempt to explain the reasons for Sexual Harassment:
1. Natural or biological model
2. Organizational model
3. Socio-cultural model
Dimension in a Sexual Harassment:
1. Gender harassment
2. Unwanted sexual attention
3. Sexual coercion
Characteristics of organization development:

It is a planned change model.

Stage 1: unfreezing
Stage 2: changing
Stage 3: re-freezing
it employs a body of knowledge from the behavioral and management sciences.
The change involves some form of education or reorientation at a fundamental
level.
It requires a system view
It may be initiated at various levels of the organization and requires
collaborative effort.
Its overriding goal is increased organizational effectiveness and individual
development and well-being.

ORGANIZATIONAL DEVELOPMENT
The OD process
Recognizing the need of change
Establishing change relationship
Phase 1: diagnosing the organization

Diagnostic frameworks
SWOT analysis
Relational analysis
Seven S
Weisbergs six-box model
Gap analysis
Dialogic approaches
Appreciative inquiry
Search conference
Open space technology

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Process consultation
Phase 2: identity appropriate interventions
Types of interventions

Strategic interventions
Technology and structural interventions
Human resource interventions
Human process interventions

Phase 3: Implementing and managing the change process

Criteria for effective intervention

It is based on valid and useful information

It allows free choice
There is internal commitment

Phase 4: evaluating the results

Evaluation outcomes/levels

reaction level
learning level
behavior change measurement level
results/ organizational impact level

Eight-step practical guidelines for OD

Step 1: planning the OD evaluation
Step 2: identifying the stakeholders and decision-makers
Step 3: determining evaluators and evaluation criteria
Step 4: scanning for internal and external relevant information
Step 5: selecting data collection methods.
Step 6: collecting data
Step 7: analyzing data
Step 8: reporting the evaluation findings
Key qualities and competencies of an OD consultant

mastery of all phases of the OD process

knowledge, belief, and advocacy of the foundations of OD

Mastery of theories of human behavior such as motivation, learning, and well

being
Knowledge of leadership and management principles
Sufficient understanding of the organizations business and system
Excellent facilitation and communication skills
Interpersonal competence, not only to deal with but also to fully engage
individuals of different levels.
Cultural sensitivity and openness to diversity
High degree of comfort with ambiguity
Humility and integrity