OL 600 5-1 Final Project Milestone Two Performance Management Employee and Labor Relations - Copy
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5-1 Final Project Milestone Two: Performance Management: Employee and Labor
Relations
Felicia Williams
Department of Criminal Justice,
Southern New Hampshire University
OL 600-X2073
Strategic Human Resources
Mgmt.
Instructor David Johnson
January 14, 2024
2
Employee Discipline
The two main methods for implementing disciplinary measures in the workplace are as
follows the two main categories of behavior are punitive and non-punitive measures. Both forms
can affect employee interactions. Both approaches share the common goal of guiding the
employee in the correct direction and correcting their conduct so that it is not repeated.
Companies appear to lean more toward non-punitive disciplinary actions than punitive ones. This
could be because non-punitive actions are perceived as offering "
consistency, fairness, and
lasting corrective measures without resorting to
punishment" (Campbell, Fleming, & Grote,
1985). Research shows that this method decreases union complaints, absenteeism, PTO usage,
and production operations while simultaneously increasing employee responsiveness. A more
reasonable, mature, and constructive approach to promoting discipline in the workplace is
through negative disciplinary tactics rather than punitive ones. To avoid punishment, businesses
should teach self-discipline through implementing small-scale programs (Campbell, Fleming, &
Grote, 1985). Punitive measures help most workers, but they also hurt some. Employees are
unable to commit
to the organization's goals, policies, and regulations when a
punitive approach
is used. The burden can now also fall on their families because of this. A suspension, reduced
salary, loss of incentives, and the inability to earn increases or promotions are just a few
examples of how a company's treatment of its employees may have a catastrophic effect on
families. Having to set rules for infractions is a harder reality for management to face because it
might cause resentment, break personal connections, or even worse, force them to find a
replacement.
Performance Management
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Effective performance management is a hotly debated topic since many people have
various views on the subject.
Strategic congruence, validity, dependability, acceptance, and
specificity are the five pillars upon which this process rests, guaranteeing an efficient system.
"Strategic congruence" is defined as the degree to which an organization's goals, culture, and
performance management system are in harmony with one another (Campbell, Fleming, and
Grote, 1985).
The focus and importance of an organization determine this point. A method for
gauging the success of a single aspect would be necessary if the organization were to set its focus
there. Any business worth its salt will invest in its people
and provide them with the training they
need to achieve the company's objectives. Because there may be some ambiguity over the
finances, there will inevitably be difficulties. As a means of addressing these concerns,
companies want to use strategies such as using "qualitative and statistical methodologies for
assessing the relationship amongst the performance measures and financial outcomes"
(Campbell, Fleming, & Grote, 1985)., which could impact the company's profits despite the
difficulty of directly measuring them. For a performance measure to be legitimate, it must assess
each key component of performance (Campbell, Fleming, & Grotte, 1985). The major objective
of this component, which
is also called content validity, is to guarantee
that the measure of job
performance is as accurate as possible in reflecting actual performance on the job. By ensuring
that the information is relevant and
that all parts
of performance are being
evaluated, content
validity is achieved. The reliability of a performance measure, defined as its consistency and the
extent to which it is free from random err
or, is an important quality to look for (Campbell,
Fleming, & Grote, 1985), and this reliability should be evident
across time. When assessing the
same person, reliability seeks to quantify how consistent
the raters or evaluators are.
The degree
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4
to which individuals utilizing a performance measure see it as satisfactory or adequate is known
as its acceptability (Campbell, Fleming, & Grote, 1985).
What this implies is
that the worker feels strongly
about the performance evaluation
process.
A performance measure is considered specific
if it provides employees with clear
instructions on
what is expected of them and how to achieve these goals (Campbell, Fleming, &
Grote, 1985). Given its significance to both strategic and developmental performance metrics,
this deserves special attention. Without clear specifications, workers would be unsure of what
they need to do to contribute to the company's overall objectives and achieve success. This
would pave the way for the employee and the company's future to be doomed.
Employee and Labor Relations
It is essential to any company's success to keep the lines of communication open between
management and employees. If you want to be treated fairly at work, you need to follow the
grievance procedure (Campbell, Fleming, and Grote, 1985). But it will not help unless workers
have faith that their union leader will fight for them and if they can utilize it without worrying
about consequences. When it comes to the rules and regulations that govern employee-company
interactions, many employers turn to unions for assistance. A unionized workforce is subject to
established procedures, while non-unionized workers are on their own to manage workplace
disputes. When dealing with labor relations and employees, HR management often employs the
following policies:
1. Have a conversation about the complaint
with the supervisor and get a written
answer
from them
within five days.
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2. If the matter has not been resolved,
submit the written
complaint to the director of the
relevant department. The director will then refer it
to the HR department for further
processing
so that the company can reach a judgment.
3.
An appeal can
be filed with the HR department if the employee is dissatisfied with the
company's decision. To help find a solution, the department can arrange a meeting. according to
SHRM (2014).
Within one day of submission, most grievances are addressed. To prevent future
disagreements, union leaders will endeavor to settle this matter. If the representative and the
company are unable to find common ground, they will collaborate to reach an understanding
before they separate ways.
References
Campbell, D. N., Fleming, R. L., & Grote, R. C. (1985). Discipline without punishment--at last.
Harvard Business Review, 63(4), 162.
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Noe, R., Hollenback, J., Gerhart, B. and Wright, P. (2016). Human Resource Management (10th
ed.). McGraw Hill
Society of Human Resource Management. (2014). Conflict Resolution. Retrieved from
https://www.shrm.org/resourcesandtools/tools-and-
samples/policies/pages/cms_000517.aspx
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