Foundations of Organizational Behavior

Employee Relations
Job Protection Rights: Legal
Considerations
Employment-at-Will
Principle
Explicit
Contract
Implied
Contract
Constructive
Discharge
Plant Closing
Notification
Wrongful Discharge: Exceptions
to the Employment-at-Will
Doctrine
Violations of Public Policy

Wrongful discharge of an employee by an employer
for refusal commit an act that to violates the law.
Implied Contract

Wrongful discharge contrary to an employer’s oral or
written promises of continued employment.
Implied Covenant

Wrongful discharge for a lack of fair dealing on part
of employer.
Discharges That Violate Public Policy
An employer may not terminate an employee for:
• Refusing to commit perjury in court on the employer’s behalf
• Cooperating with a government agency in the investigation of a
charge or giving testimony
• Refusing to violate a professional code of conduct
• Reporting Occupational Safety and Health Administration (OSHA)
infractions
• Refusing to support a law or a political candidate favored by the
employer
• “Whistle-blowing,” or reporting illegal conduct by the employer
• Informing a customer that the employer has stolen property from the
customer
• Complying with summons to jury duty
Whistle-Blowing
Whistle-Blowing


Complaints to governmental agencies by employees
about their employers’ illegal or immoral acts or illegal
practices
Laws Protecting Whistle-Blowers from Retaliation:
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Sarbanes-Oxley (S-O) Act of 2002 protects publicly-traded
company employees
Whistleblower Protection Act (WPA) protects federal
employees.
Notification and Federal Employee Antidiscrimination and
Retaliation Act (No Fear Act) of 2002
False Claims Act (FCA)
Tips to Avoid Wrongful Employment
Termination Lawsuits
• Terminate an employee only if there is an articulated reason.
• Objective reason
• Reflects company rules, policies, and practices
• Set and follow documented termination rules and schedules.
• Procedures from an employee handbook, a supervisory manual, or even an
intraoffice memorandum.
• Give employees notices of unsatisfactory performance and improvement
opportunities through a system of warnings and suspensions.
• Document all performance problems.
• A lack of documented problems in an employee’s personnel record may be
used as circumstantial evidence of pretextual discharge if the employee is
“suddenly” discharged.
• Be consistent with employees in similar situations.
• Document reasons given for all disciplinary actions whether or not they warant
termination.
Illegal Employee Dismissals
Constructive Discharge



An employee voluntarily terminates his or her
employment because of harsh, unreasonable
employment conditions placed on the individual by
the employer.
Employers cannot accomplish covertly what they are
prohibited by law from achieving overtly.
Courts have generally adopted a “reasonable person”
standard for upholding constructive discharge claims.
Illegal Employee Dismissals
(cont’d)
Retaliation Discharge


Employment laws prohibit employers from retaliating
against employees when exercising their rights under
these statutes.
Proper handling of these employees involves:

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Taking no adverse employment action against employees
when they file discrimination charges.
Treating the employees consistently and objectively.
Harboring no animosity toward the employees when they file
discrimination lawsuits.
Plant Closing Notification
Workers’ Adjustment Retraining and Notification
Act (WARN) of 1989

Requires organizations with more than 100
employees to give employees and their communities
sixty days’ notice of any closure or layoff affecting
fifty or more full-time employees.


Terminated employees must be notified individually in
writing.
The act allows several exemptions, including
“unforeseeable circumstances.”
Explicit Contracts
Binding Contract
Restrictions
Non-compete
Agreements
Intellectual Property
Agreements
Nonpiracy
Agreements
Privacy Rights
Employee Privacy versus Employer Obligations
•
•
•
•
•
•
Substance Abuse and Drug Testing
Searches and Monitoring
Access to Personnel Files
E-mail and Voice Mail
Conduct Outside the Workplace
Genetic Testing
Questions
Off-duty behavior
Given
the facts of this case,
should John have been
discharged? Explain
Should the sales
representatives of AEM be held
to a higher standard of
conduct than sales
representatives or other types
of organizations? Explain
Should management have
considered John’s past work
record before deciding on
discharge? Explain
Absenteeism
What
role if any should
Mary’s past work record play in
this case? Explain
Does management have a
right to know why employees
refuse to work overtime?
Explain
Evaluate the arguments of
Mary Schwartz and
management in this case.
If you were a member of the
peer review how would you
vote in this case? Why?
Problem Behavior in the Workplace
Tardiness
Withdrawal
Safety infractions
Absenteeism
Theft
Harassment
Sabotage
Violence
Workplace Incivility
Rude, discourteous, insensitive behaviors
Violation of organizational norms
May include:




Crude behavior or words
Unprofessional conduct
Disrespect, lack of respect for others
Failure to share credit or information
Effects of Incivility
Survey of 1,400 employees who reported
being the target of incivility at work:
90%
52%
24%
28%
22%
46%
12%
reported “ripple” effects
lost time worrying
put in less hours
wasted time avoiding instigator
decreased work effort
thought about quitting
eventually quit the company
Pearson, Andersson, Porath and Wegner, 2000
Causes of Incivility
 Perceived lack of support from the organization
 Negative perception of work situation held by
employee
 Personality type
Spiraling Patterns
A
A
A
A
A
A
B
B
B
B
B
B
Spiraling Patterns
A
B
C
D
Incivility spreads through
the workplace…
…or leads to turnover.
A
B
HR Employee Discipline Basics

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Document, Document, Document
Clearly communicate rules and expectations
Be consistent in responding to rule violations
Ignoring problems almost always makes them worse
Use the performance appraisal process if possible
Look for mitigating factors in performance problems
See all sides of the issue
Be ready to counsel managers on company policies and
options for dealing with employees
Use common sense
Importance of Good Discipline





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Turnover is expensive
Behavior may escalate to aggression or violence
Sets precedents that erode values and culture
Impacts productivity and customer service
Employees react to how co-workers are treated
Ignoring problem behavior may lead to
perceptions of inequity in other employees
The Results of Inaction
Reasons given by supervisors for their failure to impose a
disciplinary penalty:
1.
2.
3.
4.
5.
The supervisor failed to document earlier actions, so no record
existed on which to base subsequent disciplinary action.
Supervisors believed they would receive little or no support from
higher management for the disciplinary action.
The supervisor was uncertain of the facts underlying the
situation requiring disciplinary action.
Failure by the supervisor to discipline employees in the past for
a certain infraction caused the supervisor to forgo current
disciplinary action in order to appear consistent.
The supervisor wanted to be seen as a likable person.
Setting Organizational Rules
Publish Widely
Review Regularly
Explain Reasons
Guidelines
for
Implementation
of Organizational
Rules
Get Signed Statements
of Understanding
Keep in Writing
Be Reasonable
Remind/Restate
Discipline
Definitions of Discipline



Treatment that punishes.
Orderly behavior in an
organizational setting.
Training that molds and
strengthens desirable
conduct or corrects
undesirable conduct and
develops self-control.
A Disciplinary Model
Considerations in Disciplinary
Investigations
 What is the offense?
 Did the employee know he or she did wrong?
 Is the employee guilty?
 Are there extenuation circumstances?
 Has the rule been uniformly enforced?
 What is employee’s past work record?
Documentation of Employee
Misconduct
1.
2.
3.
4.
5.
6.
7.
8.
Date, time, and location of the incident(s)
Negative performance or behavior exhibited by the employee—the
problem
Consequences of that action or behavior on the employee’s overall
work performance and/or the operation of the employee’s work
unit
Prior discussion(s) with the employee about the problem
Disciplinary action to be taken and specific improvement expected
Consequences if improvement is not made and a follow-up date
The employee’s reaction to the supervisor’s attempt to change
behavior
The names of witnesses to the incident (if appropriate)
The Investigative Interview
Conduct of an Interview



Concentrate on how the offense violated the
performance and behavior standards of the job.
Avoid getting into personalities or areas unrelated to
job performance.
Give the employee a full opportunity to explain his or
her side of the issue.
NLRB v Weingarten,Inc.

The Supreme Court upheld an NLRB ruling in favor of
the employee’s right to representation during an
investigative interview in a unionized organization.
Approaches to Discipline
Progressive Discipline

When applying corrective measures by increasing
degrees, always be sure that employees:

Know where they stand regarding offenses.

Know what improvement is expected of them.

Understand what happens next if improvement is not made.
Positive, or Non-punitive, Discipline

Discipline that focuses on the early correction of
employee misconduct, with the employee taking total
responsibility for correcting the problem.
Progressive Discipline
Progressive discipline procedures dictate specific
warning steps depending on the persistence of
the behavior.


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Verbal warning – talk to the employee
Written warning
Suspension
Dismissal
Gross misconduct grounds for discharge.
Positive Discipline
Encourages employees to assume responsibility for their
actions.
Supervisor uses counseling skills to motivate the employee to
change.

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Supervisors must receive appropriate training.
Supervisor and employee agree on goals and methods for
addressing problem behavior.
Companies use “discipline days” to communicate seriousness
and commitment.
Also ends with discharge
Informing the Employee
Conducting a Discharge Meeting:
1.
Come to the point within the first two or three minutes, and list in a
logical order all reasons for the termination.
2.
Be straightforward and firm, tactful, remain resolute in your decision.
3.
Make the discussion private, businesslike, and fairly brief.
4.
5.
6.
7.
8.
Don’t mix the good with the bad. Trying to sugarcoat the problem sends
a mixed message to the employee.
Avoid making accusations against the employee and injecting personal
feelings into the discussion.
Avoid bringing up any personality differences between you and the
employee.
Provide any information concerning severance pay and the status of
benefits and coverage.
Explain how employment inquiries from future employers will be handled.
Due Process
An employee’s right to present his or her position
during a disciplinary action.

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To know job expectations and the consequences of
not fulfilling those expectations.
To consistent and predictable management action for
the violation of rules.
To fair discipline based on facts,
to question those facts, and the
right to present a defense.

To appeal disciplinary action.

The right to progressive discipline.
Alternative Dispute Resolution
“ADR”

Different types of employee complaint or disputeresolution procedures used to meet employees’
expectations for fair treatment in the workplace while
guaranteeing them due process.
ADR Procedures
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Step-Review Systems
Peer-Review Systems
Open-Door Policy
Ombudsman System
Mediation
Arbitration
Alternative Dispute Resolution
Procedures
Step-Review System

System for reviewing employee complaints and
disputes by successively higher levels of
management.
Peer-Review System


A group composed of equal numbers of employee
representatives and management appointees.
Functions as a jury since its members weigh
evidence, consider arguments, and after deliberation,
vote independently to render a final decision.
Conventional Step-Review Appeal
Procedure
Additional ADR Procedures
Open-Door Policy

A policy of settling grievances that identifies various
levels of management above the immediate
supervisor for employee contact.
Ombudsman System

Ombudsman


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Is a designated individual from whom employees may seek
counsel for the resolution of their complaints.
Is an advocate for a fair process, not an advocate on behalf
of individuals or the institution.
Does not have the power to decide or to overrule a decision,
but can confidentially seek an equitable solution between the
employee and the supervisor.
Third-party Dispute Resolution
Mediation

The use of an impartial neutral to reach a
compromise decision in employment disputes
Mediator

A third party in an employment dispute who meets
with one party and then the other in order to suggest
compromise solutions or to recommend concessions
from each side that will lead to an agreement.
Third-party Dispute Resolution
(cont’d)
Arbitration

The use of an impartial neutral party as decision
maker to resolve an employment labor dispute by
imposing a binding final decision on all parties
involved in the dispute.
Arbitrator

Third-party neutral who resolves a labor dispute by
issuing a final decision in the disagreement.
Managerial Ethics in Employee
Relations
Ethics

A set of standards of conduct and moral judgments
that help to determine right and wrong behavior.

Provides cultural guidelines—organizational or societal—that
help decide between proper or improper conduct.
Code of Ethics


Is a set of written standards of conduct (ethical
values) governing relations with employees and the
public.
Provides a basis for the organization, and individual
managers, to evaluate their plans and actions.
Citizenship Behaviors
“…individual behavior that is discretionary, not directly or
explicitly recognized by the formal reward system, and
that in the aggregate promotes the effective functioning of the
organization. By discretionary, we mean that the behavior is not
an enforceable requirement of the role or the job description, that
is, the clearly specifiable terms of the person's employment
contract with the organization; the behavior is rather a matter of
personal choice, such that its omission is not generally
understood as punishable."
Types of Citizenship Behaviors
 Altruism/ Helping Behavior
 Organization Loyalty
 Organization Compliance
 Civic Virtue
 Individual Initiative
 Self Development
 Sportsmanship
Causes of Citizenship Behaviors
 Supportive work environment
 Personality type
 Group Cohesion
 Organization Identity
 Role perception
 Leadership support