Employee-employer relationships: when they have cause to complain

Article Abstract:

To minimize exposure to lawsuits from employees who feel they have been treated unfairly, employers should promote: regular staff meetings in which employee complaints are discussed and resolved; performance appraisals that allow employees to talk about their opinions; the establishment of employee problem-solving procedures conducted by the employee relations manager; and the implementation of mediation procedures conducted by neutral, unrelated third parties for unresolved employee complaints. When establishing the procedures, employers should consider developing formal complaint forms, scheduling supervisory response times to ensure prompt resolution, and determining the degree of formality in handling complaints. The mediation procedures are more difficult to implement, since the third party presiding must be agreed upon by both employee and employer, and because such procedures tend to solve immediate problems without resolving the underlying causes of the problem. Internal complaint handling will improve employee morale, strengthen intracompany communications, and reduce the incidence of rumors within the company.

Labor relations, Employee rights

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The law and employee-employer relationships: policies and procedures

Article Abstract:

As a result of recent wrongful-discharge court cases decided in favor of employees, company managements must re-examine their attitudes on the employment-at-will doctrine, and company manuals and handbooks must be constantly revised by corporate human resource professionals and lawyers. It is to the company's advantage to have written procedures and policies to provide the basis for fair and consistent treatment. Employee handbooks are also necessary to inform employees about company policies and regulations and they should be consistent with the policies and procedure manual. The latter should be clear and reasonably specific, while allowing flexibility. Areas to be included in the policy manual include: employment, promotions, transfers, layoffs, disciplinary measures, and termination procedures. The policy manual should be supported by informal communications throughout the company.

Evaluation, Labor law

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Productive progressive discipline procedures

Article Abstract:

A progressive discipline process fosters an orderly and productive work environment in which rules are clear and understandable. Failure to use clearly defined policies in performance and discipline resolution can result in grievances, court battles, and third party interventions. Discipline begins with the supervisor's preparation for informal meetings with employees. Meetings should include statement of problems, solicitation of the employee's view, agreement on the problems, option exploration, plan development, situation summary, and follow-up. Documentation should be developed and maintained throughout the discipline process. Poor behavior should not be positively reinforced. Discharge is a final step which should only be taken upon consultation with personnel departments or the company attorney.

Laws, regulations and rules, Employee discipline, Documentation

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