HRM
Lesson 8: Employee Relations translate into dysfunctional behaviors
by employees.
Lesson 8a: Employee Relations in Terms of:
Ethics, Justice, Fair Treatment in HR Justice- idea that an action or decision is
Management morally right, which may be defined according
to ethics, religion, equity or law.
Ethics- are the moral principles that govern a
person’s behaviour Experts generally define organizational justice in
terms of:
Ethics and the Law:
- The law is not the best guide about what is Disruptive Justice -The fairness and
ethical justice of a decision’s result.
Procedural Justice- The fairness of the
A behavior may be legal but unethical
process by which the decision was
A behavior may be illegal but ethical
reached.
Normative Judgement-Judging something as Interactional Justice- The manner in
good or bad, right or wrong, better or worse. which managers conduct their
E.g. utilitarian, rights, justice. It looks at the interpersonal dealings with employees
world the way as it should be.
Fair Treatment- an HR program or policy that
Utilitarianism- Decisions made based ensures that all employees of an organization
solely on the outcome. are given fair and equal treatment
-Seeking the greatest good for the
Perceptions of fair treatment depend on:
greatest number of people
-Dominant method for business people Engagement- Involving individuals in
Rights- Decisions consistent with the decisions that affect them by asking
fundamental liberties and privileges for their input and allowing them to
-Respecting and protecting basic rights refute the merits of others ’ ideas and
of individuals such as whistle blowers assumptions
using free speech Explanation- Ensuring that everyone
Justice- Imposing and enforcing rules involved and affected understands why
fairly and impartially final decisions are made and the
thinking that underlines the decision
HR’S ETHICS ACTIVITIES
Expectation- Making sure everyone
Performance Appraisal- Appraisals that knows up front by what standards they
make it clear the company adheres to a will be judges and penalties for failure
high ethical standards by measuring and
Lesson 8b: STRATEGIES FOR MANAGING
rewarding employees who follow those
LABOR UNIONS IN ORGANIZATIONS
standards
Reward and Disciplinary Systems- The 1. OPEN COMMUNICATION CHANNELS
organization swiftly and harshly + Active Listening- Encourage active
punishes unethical conduct listening sessions with union
Workplace Aggression and Violence- representatives to discuss concerns.
Taking care that HR actions do not + Regular Meetings- Schedule regular
foster perceptions of inequities that meetings to ensure consistent dialogue
and prevent misunderstandings.
HRM
+ Transparent Information Sharing- through transparent and honest
Share key updates and decisions to communication.
build trust. + Follow Through- Deliver on promises
2. COLLABORATIVE BARGAINING to strengthen relationships with union
+ Interest-Based Bargaining- Focus on representatives.
'win-win' solutions that meet both + Engagement Activities- Involve
sides' interests. employees in decision-making
+ Negotiation Preparation- Understand processes where possible
both management’ s and the workforce
Lesson 9: GRIEVANCE PROCEDURE
’ s needs prior to negotiation
+ Goal Alignment- Seek alignment on Grievance is a disagreement between an
common goals to create mutually employee and employer concerning
beneficial outcomes employment terms or conditions.
3. CONFILCT RESOLUTION MECHANISM
+ Mediation and Arbitration- Utilize
neutral third-party mediation or Common Causes of Grievances
arbitration to manage disputes. Differing Application & Interpretation of
+ Grievance Procedures- Implement the Collective Bargaining Agreement
clear grievance procedures to address (CBA)
issues promptly Perceived Unfair Treatment by
+ Proactive Problem Solving- Address Supervisors
potential conflicts early to prevent Bias or ineffective supervision.
escalation Unfair Labor Practices by Employers
4. TRAINING AND DEVELOPMENT
Retaliation, discrimination, or failure to
+ Management Training- Train
adhere to labor laws.
managers on union protocols and labor
Violation of Labor Agreements or
relations.
Employee Rights
+ Union Education- Offer training for
Issues related to pay, benefits, or
union representatives on organizational
working conditions.
goals and policies.
Union Leader-Inspired Grievances
+ Collaboration Skills- Develop
Lack of Clear Labor Policy
collaborative skills to foster a positive
working relationship.
5. FAIR POLICIES AND CONSISTENCY Steps in Grievance Procedure (Unionized
+ Consistent Policy Application- Apply Firms)
policies consistently to all employees.
+ Fair Treatment- Ensure fair treatment 1. File Grievance- Submit in writing,
to build trust and respect among the including employee name, issue, and
workforce. requested remedy.
+ Transparent Policy Changes- 2. Informal Discussion- Employee
Communicate policy changes clearly to discusses with the immediate
avoid misunderstandings supervisor; union intervention if
6. BUILDING TRUST unresolved.
+ Honesty and Integrity- Build trust
HRM
3. Escalation to Top Management- Handling Process
Management and union representatives Ensure clearance- Verify that the employee is
negotiate further. cleared of responsibilities
4. Arbitration- Independent arbitrator Exit Interviews- conduct exit interviews to
delivers a binding decision if no gather insights; obtain feedback
resolution is found.
PURPOSE OF T POSE OF THE EXIT INTERVIEW
5. Prevention Measures- Foster
communication, resolve issues early, 1. Identify Resignation Causes-
and reduce conflict. 2. Confirm Paperwork-
3. Show Goodwill
Steps in Processing Grievances (Perfecto
4. Recognize Employee’s Value
Fernandez)
5. Recognition of Retirees
Identify the issues.
PROCEDURE FOR LAY-OFFS AND SUSPENSIONS
Gather factual background.
Determine contract provisions involved. Reasons: Business slowdown, lack of resources,
Evaluate grievance merits. plant closures.
Establish a fair settlement.
Types:
Positive Effects on Employees Permanent Lay-Off: End of employment.
Temporary Lay-Off: Short-term separation due
Improved Job Satisfaction to operational needs.
Sense of Fairness and Trust
Empowerment Steps to Follow:
Enhanced Communication Assess total employees affected, costs, and
Better Work Environment skills needed for new requirements.
Opportunities for Growth First-Come-Last-Out: Retain skilled,
experienced employees as necessary.
Lesson 10: EMPLOYEE SEPARATION AND
TERMINATION HANDLING HR TURNOVER
Definition Management Goals: Retain loyal employees
Termination of employment is the end of the through benefits, promotions, and salary
employer-employee relationship. increases.
Why Employees Leave: Higher pay or
Types of Separation opportunities abroad; family needs.
Voluntary- Employee-initiated, e.g., resignation. Labor Turnover: Represents flow of employees
Involuntary- Employer-initiated, e.g., lay-offs, leaving vs. new hires.
discharge. Handling Turnover Causes of High Turnover
Rates
Voluntary Separation Causes
Poor supervisory practices.
Better career opportunities. Low salary and benefits.
Higher wages and benefits. Poor work environment.
Workplace conflict. External opportunities.
Commute issues or relocation. Recruitment and training gaps.
Personal reasons, e.g., family or health.
HRM
Types of Turnover -The provisions of written agreement to the
Positive: Low rates (10-12%), contrary not with-standing and regardless of
retirements; often due to the older staff the oral agreement of the parties
retirement/resignation
[Link] EMPLOYMENT
Negative: High rates (>15-20%),
younger staff leaving -Probationary employment shall not exceed six
(6) months from the date the employee started
THE LABOR CODE OF THE PHILIPPINES
working, unless it is covered by an
-Employees have the right to resign under apprenticeship agreement stipulating a longer
Article 285 of the Labor Code, either with cause period
or without cause. Without cause, a 30-day
[Link] BY EMPLOYER
notice is required; otherwise, the employee
may be liable for damages. -An employer may terminate an employment
for any of the following causes:
-Resignation with cause, such as due to serious
insult or inhumane treatment, requires no Serious Misconduct / Willful
notice, while retirement can be voluntary or Disobedience
compulsory under Article 287 Gross and Habitual
PRESIDENTIAL DECREE NO. 442 Neglect Fraud or Breach of Trust
-A decree instituting a labor code thereby Commission of a Crime
revising and consolidating labor and social laws Other Analogous Causes
to afford protection to labor, promote [Link] AS GROUND FOR
employment and human resource development TERMINATION
and insure industrial peace based on social
justice. -An employer may terminate the services of an
employee who has been found to be suffering
GOVERNING LAWS REGARDING SEPARATION from any disease and whose continued
FROM THE SERVICE (BOOK 6: POST employment is prohibited by law or is
EMPLOYMENT) prejudicial to his health as well as to the health
[Link] of his co-employee
-The provisions of this Title shall apply to all [Link] BY EMPLOYEE
establishments or undertakings, whether for Without Just Cause: Employee may resign by
profit or not giving a written notice at least one month in
[Link] OF TENURE advance. Failure to do so may result in liability
for damages.
-In cases of regular employment, the employer With Just Cause: Employee may resign without
shall not terminate the services of an employee notice for the following reasons:
except for a just cause or when authorized by
this Title. Serious insult to the employee's honor
by the employer.
[Link] AND CASUAL EMPLOYMENT Inhuman treatment by the employer.
Commission of a crime by the employer
against the employee or their family.
HRM
[Link] EMPLOYMENT NOT DEEMED
TERMINATED
-The bona fide suspension of the operation of a
business or undertaking for a period not
exceeding six (6) months, or the fulfillment by
the employee of a military or civic duty shall not
terminate employment.
[Link]
-Any employee may be retired upon reaching
the retirement age established in the collective
bargaining agreement or other applicable
employment contract.
