HRM PRESENTATION

Chapters 14, 15 and 16

By:
231065

Hitesh Bajaj

231071

Jyot Suri

231077
231083

Komal Parashar
Madhur Gandhi
231089

Megha J

231095

Nikita Sachdeva

231101

Prateek Malhotra

231107

Puneet Gupta

231113

Rajan Agrawal

231119

Rohit Garg

CHAPTER
14

thics and Fair Treatment at Workpla

Ethics:

Principles of conducts governing an

individual or a group, specifically the
standards used to decide what your
conduct should be.

Normative Judgments

thics and The Law:

Behavior may be Legal but Unethical: eg
Lying
Behavior may be Illegal but Ethical: work
off the clock
Behavior may be Legal but Unethical:
fraudulent loans to consumers

ics Justice & Fair Treatm

Distributive Justice

What Determines
Ethical Behavior at
Work?
Moral Awareness

hat Shapes Ethical Behav

Company

HRM- ETHICS ACTIVITIES

Selection
Fostering

the perception of fairness in the

processes
of recruitment and hiring of people:

Formal hiring procedures that test job competencies

Respectful interpersonal treatment of applicants and

degree of two way communication

Feedback provided to applicants

Training Employees
How

to recognize ethical dilemmas

How

to use ethical frameworks to resolve

problems

How

to use HR activities in ethical ways

HRM-ETHICS ACTIVITIES (CONTD)

Performance

Appraisal

Appraisals

that make it clear that the

company adheres to high ethical
standards by measuring and
rewarding employees who follow
those standards.

Standards are clearly defined.

Employees understand the basis for

appraisals.

Appraisals are objective.

HRM- ETHICS ACTIVITIES (CONTD)

Reward

and Disciplinary Systems

The

organization swiftly and harshly

punishes unethical conduct

Workplace

Aggression and

Violence
Taking

care that HR actions do not

foster perceptions of inequities that
translate into dysfunctional
behaviors by employees

MANAGING EMPLOYEE
DISCIPLINE AND PRIVACY

BASICS OF A FAIR AND JUST

DISCIPLINAY PROCESS
RULES AND REGULATIONS
POOR PERFORMANCE ISNT ACCEPTABLE.
ALCOHOL AND DRUGS DO NOT MIX WITH
WORK.
PROGRESSIVE PENALTIES
FORMAL DISCIPLINARY PROCESS
DISCIPLINE WITHOUT PUNISHMENT

BASIC OF A FAIR AND JUST

DISPLINARY PROCESS(CONTD)
EMPLOYEE PRIVACY
EMPLOYEE MONITORING
RESTRICTIONS

ANAGING DISMISSALS
Dismissal -

is thetermination of
employmentby anemployer, oftenagainst the will
of theemployee.

Terminate-at-Will

the employee can

resign for any reason, at will and the employer can
dismiss an employee for any reason

Wrongful Dismissal

is an
employee'scontract of employmenthas been
terminated by the employer in circumstances where
the termination breaches one or more terms of the

nsubordination
It is a form of misconduct, referring to disobedience and
rebelliousness.
1. Direct disregard of the bosss authority.
2. Direct disobedience of, or refusal to obey,
the bosss orders, particularly in front of others.
3. Deliberate defiance of clearly stated company
policies, rules, regulations, and procedures.
4. Public criticism of the boss.
5. Blatant disregard of reasonable instructions.
6. Contemptuous display of disrespect.
7. Disregard for the chain of command.
8. Participation in (or leadership of) an effort to
undermine and remove the boss from power.

airness in Dismissals
Full explanations
Multi-step procedure
Who actually does the dismissing

Security Measures
Disable employee passwords and accounts
Collect all keys and company property
Accompany the employees out of their
offices

mmunicating the Terminati

Plan the interview carefully
Get to the point
Describe the situation
Listen
Review all elements of the severance
package
Identify the next step

utplacement counseling
A process by which a terminated employee
is trained and counseled in the techniques
of conducting a self-appraisal and securing
a new job appropriate to his or her needs
and talents.

Exit Interview
Aim - to elicit information about the job
that might give the employer a better
insight into what is right or wrong about
the company.

Layoff or Downsizing
Layoff having employees take time off
Downsizing permanent dismissals
Layoff Steps
Identify objectives and constraints.
Form a downsizing team.
Address legal issues.
Plan post-implementation actions.
Address security concerns.
Try to remain informative.

Layoffs and Downsizing

Alternatives
Voluntary reduction in pay plans
Concentrate employees vacations
Take voluntary time off
Release temporary workers
Offer early retirement buyout packages

CHAPTER
15

WHY DO WORKERS ORGANIZE

INTO A UNION?
Solidarity
To get their fair share
Improved wages, hours, working
conditions, and
benefits
To protect themselves from management
whims

Conditions Favoring Employee

Organization
Low morale
Fear of job loss
Arbitrary management actions

WHAT DO UNIONS WANT?

Union Bargaining Aims

Closed
shop

Union Security

Union
shop

Agency
shop

Improved wages, hours,

working conditions, job
security, and benefits

Open
shop

Membershi
p
maintenanc
e

Collective Bargaining
A

process through which representatives of

management and labour meet to negotiate
wages, hours, and terms and conditions of
employment in good faith.
GOOD FAITH BARGAINING
Both parties communicate and negotiate.
They match proposals with counterproposals
in a reasonable effort to arrive at an agreement
Neither party can compel the other to agree to
a proposal or to make any specific concessions.

Violations of Good Faith

Bargaining
Surface bargaining

Inadequate proposals and demands

Dilatory tactics
Imposing conditions
Bypassing the representative
Committing unfair labor practices during
negotiations
Withholding information
Ignoring bargaining items

Classes of Bargaining Items

Bargaini
ng items

Mandatory

Permissible

Illegal

Rates of pay
Wages
Hours of employment
Overtime pay
Shift differentials
Holidays
Vacations
Severance pay
Pensions
Insurance benefits
Profit-sharing plans
Christmas bonuses
Company housing, meals,
and discounts
Employee security
Job performance
Union security
Managementunion
relationship
Drug testing of employees

Indemnity bonds
Management rights as to union
affairs
Pension benefits of retired
employees
Scope of the bargaining unit
Including supervisors in the
contract
Additional parties to the
contract such as the
international union
Use of union label
Settlement of unfair labor
charges
Prices in cafeteria
Continuance of past contract
Membership of bargaining
team
Employment of strike breaker

Closed shop
Separation of
employees based on
race
Discriminatory
treatment

COLLECTIVE BARGAINING PROCESS

AN IMPASSE
Occurs when the parties are not able to move
toward further settlement.
Sometimes, it can be resolved through third
party.

Resolution

Mediation
Fact Finder
Arbitration

STRIKE
A strike is
withdrawal of labour.
Categorised into 4
types:
1.Economic Strike
2.Unfair Labour
Practice Strike
3.Wildcat Strike
4.Sympathy Strike

during a Strike
1. Picketing
2. Corporate Campaign
3.
Inside Games
4.
Injunction
Response by an
employer during a
Strike
5.
Shut down affected
area.
6.
Contract out work.
7.
Continue operations
using supervisors.
8.
Hiring replacement for
strikers

GRIEVANCES
Any factor involving wages, hours, or conditions of
employment that is used
as a complaint against the employer.
Some Sources of Grievances:
1.

Discipline

2.

Dismissal

3.

Absenteeism

4.

Plant Rules

5.

Overtime

GRIEVANCE PROCEDURE
Grievance procedure may vary from firm to firm
but generally has 6 steps:
1. Grievant and union representative meet
informally with supervisor.
2. Employee files a formal grievance
3. Meeting between employee, union
representative and supervisors boss.
4. Grievant and union representatives meet
higher managers.
5. Meeting with top management.
6. If no solution is reached, grievance may go
to arbitration.

REASONS FOR THE DECLINE OF

UNION MEMBERSHIP

Increased global competition

Laws

have taken over much of the unions role

as the workers protector.

The decline of public sector jobs.

Emergence of the technology sector and emergence of

internet.

Just in time production system.

Increase in outsourcing

CHANGING UNION TACTICS

Organizing professionals and white-collar

employees

Forming alliances with overseas unions i.e.

Global unions.

Adopting ways to improve communication.

Use of New HR Apps.

CREATING HIGH PERFORMANCE

WORK SYSTEMS.
Involve

employees in the formation of programs.

Emphasize

that programs exist only to address

issues such as quality and productivity.

Dont

establish programs when union organizing

activities are beginning.

Use

volunteers and rotate membership.

Minimize

management participation in programs

to avoid interference or the perception of
domination.

CHAPTER 16

WHY SAFETY IS IMPORTANT?

Staggering number of workplace accidents. Over
3.8 million occupational injuries in US per year.
Frequency rate of fatal injuries per 1000 workers
is 0.11.
Although India has safety standards and
regulations. Its implementation is deficient.
For Legal compliance and on humanitarianism
grounds.
An organization maintaining good safety records
save in terms of workers compensation expenses
too.

OCCUPATIONAL SAFETY LAW IN INDIA

The

Factory Law, 1948

The Mines Act, 1952
The Dock Workers Act, 1986
The Contract Labour Act,
1970
The Workmens Compensation
Act, 1923

What Causes
Accidents?
Unsafe Conditions
Employees Unsafe Acts
Chance occurrences : Chance occurrences are more or
less beyond managements control.

Unsafe conditions and other work related factors

Unsafe Conditions are the main cause of accidents.
They include things like:
Defective Equipment.
Improperly Guarded equipment.
Hazardous Procedure.
Unsafe storage congestion, overloading
Improper Illumination Insufficient Light
Work Schedule and fatigue.
Most important working condition related cause s are
workplace climate or psychology

 Employees Unsafe Acts

Unsafe acts can undo even the best
attempts to reduce unsafe conditions.
No easy answer to the question what
causes people to act recklessly.
Growing evidence that people with
specific personality traits may indeed
be accident prone.
For example impulsive, sensation
seeking, extremely extroverted people
are more likely to have accidents.

How To Prevent Accidents

Identify and Eliminate Unsafe conditions and
Employees unsafe acts.

Reduce Unsafe Conditions

o Safety engineers should design jobs to

remove/reduce physical hazards.
o Checklists can help identify and remove
hazards.
o Computerized tools to design safer
equipment.
o Use personal protective equipment.
o Use administrative means, such as job
rotation.

 Reducing Unsafe Acts

o Through Selection and Placement.
o Through Training
o Through Motivation : Posters, Incentives,
and Positive Reinforcement
o Use Behaviour-Based Safety
o Use employee Participation
o Conduct safety and Health Audits and
inspection

WORKPLACE HEALTH HAZARDS

Problems and Remedies

Workplace exposure hazards include:

Chemicals and other hazardous
materials
Temperature extremes
Biohazards
Ergonomic hazards
Industrial hygiene (OSHA standards)
Recognition
Evaluation
Control

ASBESTOS EXPOSURE
Sources of respiratory diseases
Asbestos, Silica, Lead, Carbon-di-oxide
Asbestos- major concern
Employers need to monitor the air when the levels are
expected to rise to half the allowable limit (0.1 fibers
per cubic cm)
Controls- Walls, special filters, respirators

MSDS- Material Safety Data Sheets

Then- Each employee should study and learn
the contents and continually update them
based on OSHA information.
Now- Web based systems platform
Monitor & test employees use and update as
required

INFECTIOUS DISEASES
To prevent entry or spread into workplaces
Monitor CDC travel alerts. Health concerns
and precautions
Daily medical screenings on return from
infected areas. Deny access to employees for
10 days, who are likely to have contracted
infections or showing symptoms
Disinfection of workplace
Several lunch breaks to avoid overcrowding
Stress on hygiene

ALCOHOLISM AND SUBSTANCE ABUSE

On-the-job absenteeism
Increased off-the-job accidents
Alcohol-related problems range from tardiness in
the early stages to prolonged, unpredictable
absences in the later stages.

Dealing with Substance Abuse- Combination of

preemployment and random ongoing testing
Disciplining,
discharge, in-house counselling,
referral to an outside agency
Substance Abuse Policies
Supervisor training
Legal aspects of workplace substance abuse

STRESS, BURNOUT AND DEPRESSION

Causes for Stress
Workplace factors- Work schedule, pace of
work, job security, route to and from work,
workplace noise, poor supervision, number
and nature of customers and clients
Personal factors- Type A personalities
Consequences
Anxiety, depression, anger, cardiovascular
diseases, headache, accidents, early onset
Alzheimers disease
For employer- Diminished quantity and quality
of performance, increased absenteeism.

REDUCING JOB STRESS

Dr. Karl Albrecht- Stress and the Manager
Build
rewarding, pleasant, cooperative relationships with
colleagues and employees
Dont bite off more than you can chew
Build an effective and supportive relationship with the boss.
Negotiate for realistic deadlines
Get much lead time to prepare for events
Find time everyday for detachment and relaxation. Keep
yourselves refreshed and alert
Find ways to reduce unnecessary noise
Delegate routine work whenever possible
Limit interruptions
Dont put off dealing with distasteful problems
Make a constructive worry list with solution for every problem
Get more and better quality sleep

BURNOUT
Def: Total depletion of physical and mental resources
caused by excessive striving to reach an unrealistic workrelated goal.
Symptomsirritability,
discouragement,
exhaustion,
cynicism, entrapment, resentment
How to head off burnout?
Break your patterns
Get away from it all periodically
Reassess your goals in terms of their intrinsic worth
Think about your work

Depression
Warning signs- Persistent sad, anxious, empty moods;
sleeping too little, reduced appetite, loss of interest in
activities once enjoyed, restlessness or irritability, difficulty
concentrating.
Counselling and employee assistance programs

SOLVING COMPUTER-RELATED
ERGONOMIC PROBLEMS
Common problems- short term eye burning, itching
and tearing, eye strain and soreness. Backaches
and neck aches. Cumulative motion disorders.
General recommendations
3-5 min break from working at the computer every
20-40 min
Design maximum flexibility to the workstation
Reduce glare. Proper positioning of the monitor
Proper positioning of the limbs

Workplace Smoking
Reduced productivity and increased absenteeism
Passive smokers harmed more

VIOLENCE AT WORK
Likelihood more for jobs involving physical care and
influential decisions, control over others, handling
weapons, security functions
Women more frequently victims of assault
Prevention and Precaution
Heightened security measures- improved lighting,
alarms, drop safes, increased staffing etc.
Improved
employee
screeningBackground
verification
Workplace Violence Training
Enhanced attention to employee retention/dismissal
Dismissing violent employees
Dealing with angry employees

OCCUPATIONAL SECURITY AND SAFETY

Comprehensive corporate anticrime program
Company philosophy and policy on crime
Investigations of job applicants
Crime awareness training
Crisis management
Setting up a Basic Security Program
Analyze current level of risk
Natural security
Mechanical security
Organizational security

Evacuation Plans