POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

Employee Relations Management

In partial fulfillment for the course

Human Resource Management
HRMA 20013

Under the Guidance of:

Prof. Marifel I. Javier

Reporters:
Mercado, Shannen
Nangca, Dante Jayson
Natanauan, Ian Carlo B.

BS-Entrepreneurship 2-2
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Table of Contents:

Grievance Handling....................................................................
I. Definition of Grievance Handling .........................
II. Prover Ways of Dealing Grievance on workplace.........................

Employee Discipiline..................................................................
I. Meaning and Definition of Employee Discipline.........................
II. Importance of Employee Discipline..........................................
III. Types of Employee Discipline.................................................
IV. Kinds of Punishment..............................................................

Termination...............................................................................
I. Definition of Termination.........................
II. Types of Termination...............................

Sexual Harrasment....................................................................
I. Definition of Sexual Harassment.........................
II. Types of Sexual Harassment.........................
III. Nature of Sexual Harassment.........................
IV. Example of Sexual Harassment.........................
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Grievance Handling

Definition

Grievance handling is the management of employee dissatisfaction or

complaints (e.g. favouritism, workplace harassment, or wage cuts). By
establishing formal grievance handling procedures, you provide a safe
environment for your employees to raise their concerns. You also create
a channel to explain your policies and rationale for actions or decisions.

Proper Ways to Deal Grievance on Workplace

 Handle all complaints of discrimination seriously.

 Conduct proper investigations into complaints.
 Respond to the affected person promptly and proactively.
 Record and file grievances confidentially.
 Treat both complainant and respondent fairly.
 Involve unions in the process for unionised companies.
 Conduct training for all managers and supervisors involved in
handling grievances.
Employee Discipline

I. Meaning and Definition of Employee Discipline

Discipline is the orderly conduct by an employee in an expected

manner. It is the force or fear of a force that deters an individual or a
group from doing things that are detrimental to the accomplishment of
group objectives. In other words, discipline is the orderly conduct by the
members of an organisation who adhere to its rules and regulations
because they desire to cooperate harmoniously in forwarding the end
which the group has in view.
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Good discipline means that employees are willing to abide by company

rules and executive orders and behave in the desired fashion. Discipline
implies the absence of chaos, irregularity and confusion in the behaviour
of a worker. According to Calhoon, ‘Discipline is a force that prompts
individuals or groups to observe rules, regulations and procedures which
are deemed to be necessary for the effective functioning of an
organisation’.

Violation of rules, regulations, procedure and norms is considered

as misconduct, that is, any act which is inconsistent with the fulfilment of
the expressed and implied conditions of service—or is directly linked with
the general relationship of the employer and the employee—has a direct
effect on the contentment or comfort of men at work or has a material
bearing on the smooth and efficient working of the organisation
concerned.
Every organisation wants its employees’ behaviour to be in
conformity with the required system which it has prescribed in order to
achieve the organisational goals. Thus, in brief, discipline is orderly
conduct by the employee in an expected manner. The purpose of
discipline is to encourage employees to behave sensibly at work, that is,
adhere to rules and regulations. Disciplinary action is called for when an
employee violates one of the rules.
Richard D. Calhoon- “Discipline is the force that prompts individuals
or groups to observe rules, regulations, standards and procedures
deemed necessary for an organization.” Discipline means systematically
conducting the business by the organizational members who strictly
adhere to the essential rules and regulations.
These employees/organizational members work together as a team so
as to achieve organizational mission as well as vision and they truly
understand that the individual and group aims and desires must be
matched so as to ensure organizational success.
A disciplined employee will be organized and an organized
employee will be disciplined always. Employee behaviour is the base of
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discipline in an organization. Discipline implies confirming with the code

of conduct established by the organization. Discipline in an organization
ensures productivity and efficiency. It encourages harmony and co-
operation among employees as well as acts as a morale booster for the
employees.

In absence of discipline, there will be chaos, confusion, corruption

and disobedience in an organization. In short, discipline implies
obedience, orderliness and maintenance of proper subordination among
employees. Work recognition, fair and equitable treatment of employees,
appropriate salary structure, effective grievance handling and job-
security all contribute to organizational discipline.
Therefore discipline means securing consistent behaviour in accordance
with the accepted norms of behaviour. Simply stated, discipline means
orderliness. It implies the absence of chaos, irregularity and confusion in
the behaviour of workers. According to Richard D Calhoun, discipline is
defined as “a force that prompts individuals or groups to observe the
rules, regulations and procedures which are deemed to be necessary for
the effective functioning of an organization.”

II. Importance of Employee Discipline

Importance of discipline in organizations can hardly be

overemphasized. Orderly behavior is necessary for achieving the
organization’s objective. In the absence of discipline, no enterprise would
prosper. If discipline is necessary even in a nuclear family or in a
homogeneous unit, how can an industrial organization with
heterogeneous people, work smoothly without discipline.
When an employee is at fault, the management has to take disciplinary
action. Discipline is said to be good when employees follow willingly the
instructions of their supervisors and the various rules of the company.
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Discipline is bad when employees either follow rules and regulations

unwillingly or actually disobey them.
Poor discipline advises the need of correction. The fundamental reason
for taking disciplinary action is to correct situations that are unfavorable
to the company. Basically, discipline is a form of training. When
disciplinary problem emerges, it may be as much management’s fault as
the workers. Many disciplinary problems grow out of management’s
failure to inform employees what is expected of them.

The term ‘discipline’ has unpleasant associations with punishment

but with the addition of the “just cause” concept involving a limitation on
the employer’s right to discipline and discharge. The word has been
extended to embrace a system of training and education of both
employee and his supervisor, designed to achieve orderly conduct.

The significance of discipline can be explained as under:

1. From the Point of View of an Individual:

(i) Discipline provides self-safety to an individual.
(ii) It enhances an individual’s progress.
(iii) An individual needs it for his own satisfaction.

2. From the Point of View of a Work Group:

(i) Discipline ensures better teamwork and cohesive.

(ii) A disciplined atmosphere is the key to the progress of the group.
(iii) Discipline ensures higher productivity.
(iv) Discipline enhances morale and motivation of employees.

3. From the Point of View of an Organization:

(i) Discipline ensures higher productivity and quality.

(ii) Discipline helps an organisation in attaining maximum profit.
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(iii) It is essential better all-round benefits.

(iv) It helps in keeping a check on wastage and costs.
(v) It helps in developing a sense of belonging.

III. Types of Employee Discipline

Type # 1. Positive Discipline:

Positive discipline in a business is an atmosphere of mutual trust

and common purpose in which all employees understand the company
rules as well as the objectives and do everything possible to support
them. Any disciplinary program has, as its base, that all of employees
have a clear understanding of exactly what is expected of them. This is
why a concise set of rules and standards must exist that is fair, clear,
realistic and communicated.
Discipline takes the form of positive support and reinforcement for
approved actions and its aim is to help the individual in moulding his
behaviour and developing him in a corrective and supportive manner.
Once the standards and rules are known by all employees, discipline can
be enforced equitably and fairly.
A few guidelines for establishing a climate of positive discipline are
given below:
i. There must be rules and standards, which are communicated clearly
and administered fairly.
ii. Rules and standards must be reasonable and should be
communicated so that they are known and understood by all employees.
An employee manual can help with communicating rules.
iii. While a rule or a standard is in force, employees are expected to
adhere to it.
iv. Even though rules exist, people should know that if a personal
problem or a unique situation makes the rule exceptionally harsh, the
rule may be modified or an exception be granted.
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v. There should no favourites and privileges be granted only when they

can also be granted to other employees in similar circumstances.
vi. Employees must be aware that they can and should voice
dissatisfaction with any rules or standards they consider unreasonable
as well as with working conditions they feel hazardous, discomforting or
burdensome.
vii. Employees should understand the consequences of breaking a rule
without permission.
viii. Employees should be consulted when rules are set.
ix. There should be recognition for good performance, reliability and
loyalty. Negative comments, when they are necessary, will be accepted
as helpful if employees also receive feedback when things go well.

Type # 2. Negative Discipline:

Generally, negative discipline is interpreted as a sort of check or
restraint on the freedom of a person. Discipline is used to refer to the act
of imposing penalties for wrong behaviour. If employees fail to observe
rules, they are punished. The fear of punishment puts the employee back
on track.
“Discipline is the force that prompts an individual or a group to
observe the rules, regulations and procedures which are deemed to be
necessary to the attainment of an objective”.

Type # 3. Self Discipline and Control:

Behavioural scientists view discipline as self-control to meet
organizational objectives. Megginson clarified the term thus- “By self-
discipline we mean the training that corrects moulds and strengthens. It
refers to one’s efforts at self-control for the purpose of adjusting oneself
to certain needs and demands. This form of discipline is raised on two
psychological principles. First, punishment seldom produces the desired
results. Often, it produces undesirable results. Second, a self-respecting
person tends to be a better worker than one who is not”.
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Type # 4. Progressive Discipline:

The concept of progressive discipline states that penalties must be
appropriate to the violation. If inappropriate behaviour is minor in nature
and has not previously occurred, an oral warning may be sufficient. If the
violation requires a written warning, it must be done according to a
procedure. After written warnings, if the conduct of the employee is still
not along desired lines, serious punitive steps could be initiated.
In case of major violations such as hitting a supervisor may justify the
termination of an employee immediately. In order to assist a manager to
recognize the proper level of disciplinary action, some firms have
formalized the procedure.

Type # 5. The Red Hot Stove Rule:

Without the continual support of the subordinates, no manager can
get things done. But, disciplinary action against a delinquent employee is
painful and generates resentment on his part. Hence, a question arises
as to how to impose discipline without generating resentment? This is
possible through what Douglas McGregor called the “Red Hot Stove
Rule”, which draws an analogy between touching a hot stove and
undergoing discipline.

According to the Red Hot Stove rule, disciplinary action should

have the following consequences:
(i) Burns Immediately:
If disciplinary action is to be taken, it must occur immediately so the
individual will understand the reason for it. With the passage of time,
people have the tendency to convince themselves that they are not at
fault.

(ii) Provides Warning:

It is very important to provide advance warning that punishment will
follow unacceptable behaviour. As you move closer to hot stove, you are
warned by its heat that you will be burned if you touch it.
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(iii) Gives Consistent Punishment:

Disciplinary action should also be consistent in that everyone who
performs the same act will be punished accordingly. As with a hot stove,
each person who touches it is burned the same way.

(iv) Burns Impersonally:

Disciplinary action should be impersonal. There are no favourites when
this approach is followed.

IV. Kinds of Punishment

A. Minor Punishment:

1. Oral Reprimand – When a superior officer verbally warns the

employee committing the offence, he expresses that he does not
approve of his behaviour. For example, employee sleeping during
working hours or found smoking in the workplace.

2. Written Reprimand – Manager writes up the warnings and mails it to

the employee concerned. The employee is called for explanation. A copy
of his reply is sent to HR Department.
3. Punitive Suspension – It is awarded for minor offenses. It may
extend for a few days. Employee gets subsistence allowance during the
suspension period.

4. Loss of Privilege – Some of the privileges like assigning interesting

work, shift preferences, leave, flexi hours, choice of machine etc., may
be withdrawn for a given period.

5. Fine – A deduction may be made from the pay for certain offences like
damage to the goods, machines and property of the company or for loss
of money he has to account for.
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6. Transfer – An employee may be transferred to a far off place or to a

different department for the offence committed. It is usually awarded by
companies or institutions operating with a network of branches.
Government institutions practise this type of punishment.

B. Major Punishment:

1. Pay cut – Cutting employee’s pay for offences relating to damage or

loss of property. The loss is recovered from the pay of the employee.

2. Demotion – When the employee proves himself to be unfit for the

present job he is holding, he is downgraded to a lower job carrying
lower pay and responsibilities. It has a serious implication on the
employee’s morale and motivation.

3. Suspension pending enquiry – It is awarded for serious offence. His

regular wages are withheld during the period. The punitive suspension
may extend for a longer period say several months till the enquiry is
completed. Employee gets subsistence allowance during the suspension
period.
4. Discharge – It is awarded for the gravest offence involving integrity,
moral turpitude, etc. There is a stigma attached to the dismissal and he
may find it difficult to get employment elsewhere.

Termination

Definition

Termination of employment refers to the end of an employee’s contract

with a company. An employee may be terminated from a job of their own
free will or following a decision made by the employer.
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Either the employer or employee can terminate a contract of service.

Termination may happen because:

 You resign.
 Your employer dismisses you.
 The contract terms have expired, such as when a project or contract
period is completed.
Types of Termination

Voluntary Termination

An employee may voluntarily terminate their employment with a

company. An employee who decides to terminate employment with a
company usually does so when they find a better job with another
company, retire from the labor force, resign to start their own business or
take a break from working.

Involuntary Termination

Layoffs and Downsizing

Involuntary termination of employment occurs when an employer lays off,
dismisses, or fires an employee. Companies decide to lay off workers or
downsize their organizations to lessen their operating costs, restructure
their organizations, or because they no longer need an employee’s skill
set. In a layoff, employees are usually let go through no fault of their
own, unlike workers who are fired.

Getting Fired
An employee is usually fired from a job as a result of unsatisfactory work
performance, poor behavior or attitude that does not fit with the
corporation’s culture, or unethical conduct that violates the company’s
policies. According to at-will employment laws recognized in some
states, a company may dismiss an employee who is performing poorly or
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violating some form of the company’s rules without warning. In fact, the
company does not need to give a reason for why the employee is being
terminated.

Illegal Dismissals
Although employment-at-will contracts do not require an employer to
warn or give a reason for a dismissal, an employer cannot fire a worker
for certain reasons. An employee who refuses to work more than the
hours specified in the contract, who takes a leave of absence, reports an
incident or a person to the Human Resources department, or
whistleblows to industry regulators cannot be fired for these reasons. An
employer who discharges an employee for exercising their legal rights
has done so unlawfully and may be liable for wrongful termination in the
courts.

Termination-For-Cause
Other than at-will conditions of employment, an employer could fire an
employee for a specific cause. A termination-for-cause clause may
require the employer to put the employee on an improvement schedule,
of 60 or 90 days, during which the employee is expected to improve their
work ethics. If the employee does not improve after the probationary
period, they could be terminated for cause and dismissed with prejudice.

Sexual Harassment in Workplace

Definition of Sexual Harassment

Sexual harassment is defined as unwelcome sexual advances, requests for sexual

favors, and other verbal or physical conduct of a sexual nature when either:

 The conduct is made as a term or condition of an individual's employment,

education, living environment or participation in a University community.
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 The acceptance or refusal of such conduct is used as the basis or a factor in

decisions affecting an individual's employment, education, living
environment, or participation in a University community.
 The conduct unreasonably impacts an individual's employment or academic
performance or creates an intimidating, hostile or offensive environment for
that individual's employment, education, living environment, or
participation in a University community.
Sexual harassment is defined by law and includes requests for sexual favors,
sexual advances or other sexual conduct when

(1) Submission is either explicitly or implicitly a condition affecting academic

or employment decisions;
(2) The behavior is sufficiently severe or pervasive as to create an intimidating,
hostile or repugnant environment; or
(3) The behavior persists despite objection by the person to whom the conduct is
directed. The University considers such behavior, whether physical or verbal, to
be a breach of its standards of conduct and will seek to prevent such incidents
and take corrective action when sexual harassment occurs (Office of
Institutional Equity, University of Michigan).

Republic Act 7877

Anti-Sexual Harassment Act of 1995

AN ACT DECLARING SEXUAL HARASSMENT UNLAWFUL IN THE

EMPLOYMENT, EDUCATION OR TRAINING ENVIRONMENT, AND
FOR OTHER PURPOSES.

SECTION 2. Declaration of Policy. - The State shall value the dignity of

every individual, enhance the development of its human resources,
guarantee full respect for human rights, and uphold the dignity of
workers, employees, applicants for employment, students or those
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undergoing training, instruction or education. Towards this end, all forms

of sexual harassment in the employment, education or training
environment are hereby declared unlawful.

Types of Sexual Harassment

There are two types of sexual harassment

Quid pro quo (meaning “this for that”) sexual harassment occurs when it
is stated or implied that an academic or employment decision about a
student or employee depends upon whether the student or employee
submits to conduct of a sexual nature. Quid pro quo sexual harassment
also occurs when it is stated or implied that an individual must submit to
conduct of a sexual nature in order to participate in a University program
or activity.

So, for example, if an employee is made to believe that a promotion is

likely if the employee goes on a date with the employee’s supervisor, the
employee is possibly being subjected to “quid pro quo” sexual
harassment. (Office of Institutional Equity, University of Michigan)

Hostile environment sexual harassment occurs when unwelcome

conduct of a sexual nature creates an intimidating, threatening or
abusive working or learning environment or is so severe, persistent or
pervasive that it affects a person’s ability to participate in or benefit from
a University program or activity. While a person engaging in harassing
behavior most often has some form of power or authority over the person
being harassed, that is not always the case. The harasser can be a peer
of the person being harassed. Sometimes the harasser is harassing a
person who has power over them.
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For example, a supervisee can sexually harass a supervisor or a student

can sexually harass a faculty member (Office of Institutional Equity,
University of Michigan).

Nature of Sexual Harassment

Verbal/Written
Comments about clothing, personal behavior, or a person’s body; sexual
or sex-based jokes; requesting sexual favors or repeatedly asking a
person out; telling rumors about a person’s personal or sexual life;
threatening a person, sending emails or text messages of a sexual
nature

Physical: Assault
Impending or blocking movement; inappropriate touching of a person or
a person’s clothing; kissing, hugging, patting, stroking

Nonverbal
Looking up and down a person’s body; derogatory gestures or facial
expressions of a sexual nature; following a person

Visual
Posters, drawings, pictures, screensavers, emails or text of a sexual
nature

Examples of Sexual Harassment

The following descriptions, while not all-inclusive, will help you

understand the types of behavior that are considered “conduct of a
sexual nature” and that, if unwelcome, may constitute sexual
harassment:
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Unwanted sexual statements: Sexual or “dirty” jokes, comments on

physical attributes, spreading rumors about or rating others as to sexual
activity or performance, talking about one’s sexual activity in front of
others and displaying or distributing sexually explicit drawings, pictures
and/or written material. Unwanted sexual statements can be made in
person, in writing, electronically (email, instant messaging, blogs, web
pages, etc.) and otherwise.

Unwanted personal attention: Letters, telephone calls, visits, pressure

for sexual favors, pressure for unnecessary personal interaction and
pressure for dates where a sexual/romantic intent appears evident but
remains unwanted.

Unwanted physical or sexual advances: Touching, hugging, kissing,

fondling, touching oneself sexually for others to view, sexual assault,
intercourse or other sexual activity. (Office of Institutional Equity,
University of Michigan).
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References:

Employee Discipline: Meaning, Principles, Importance and Types. (2019,

August 24). Retrieved from http://www.economicsdiscussion.net/human-resource-
management/employee-discipline/31795

Grievance Handling: Definition and Ways of Handling.(2019) Retrieved from

https://www.tal.sg/tafep/Employment-Practices/Grievance-Handling#

Termination: Definition and Types (2020) Retrieved from

https://www.investopedia.com/terms/t/termination-employment.asp

Sexual Harassment: Definition, Types, Nature and Examples. (2020). Retrieved

from https://sapac.umich.edu/article/what-sexual-harassment