March 15, 2022

Look up some sample Internet usage policies and make up YOUR OWN as if you were an HR manager for a bank. Make it sufficientl

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Assignment #9 – Chapter 9

Please answer these questions to the best of your ability using the information that you gathered from reading

the chapter, along with information from your own work experience.

The following questions all go together. They are to be answered sequentially. Refer back to your answers for

the previous questions when answering the next question.

1. Look up some sample Internet usage policies and make up YOUR OWN (not copied from someone else’s

website) as if you were an HR manager for a bank. Make it sufficiently detailed as to cover general Internet use,

email use, online shopping, Skype usage, restricted websites, time allotted per day for recreational browsing,

etc.

2. How would you monitor such activity? If you would use monitoring software, do some research and please

include a brand name and a brief summary of features (in your own words).

3. March Madness begins and one of your best employees has been watching basketball games off and on all

day in a minimized browser on his computer. It doesn’t appear to be disrupting the flow of his work, but a

couple of the other employees are complaining that it’s not fair for him to watch basketball all day when they

have to work. When you confront him, he says that it’s not a big deal because he’s able to get his work done

easily and still keep an eye on the game and he tells you to get off of his back. What is your response?

4. The next day, the same thing happens with the same employee. You mention something to him, and he says

that there are lots of other banks in town that would welcome his skills. What is your response?

5. The day after that, the employee doesn’t show up to work and sends you an email that he is taking a job at a

bank down the street. The general manager comes up to you and says, “That internet policy just cost us our best

customer service representative. You couldn’t have cut him some slack?” What is your response?

Human Resource Management: Functions, Applications, Skill

Development by Robert N. Lussier and John R. HendonChapter 9

Rights and Employee Development

Before organizations can develop, discipline or

terminate individual employees and develop high-

performance teams, HR needs to understand

employee and management rights to ensure they don’t

violate those rights and develop or discipline

employees unethically or illegally.

Rights and Employee Development

Rights and Privileges

Rights are things a person in society is allowed

to do without any permission required from an

authority.

Privileges are things that individuals are

allowed to do, based on asking permission from

an authority.

Rights and Employee Development

Employee Rights – Right of Free Consent

Is the employees’ right to know what they’re being

asked to do and the consequences of that action.

� Employers must ensure that employees voluntarily

agree to do a particular job or task.

� Employers who force employees to do something

against their will, or manipulate them to do

something they would not do if they knew all of the

circumstances, violate their right to free consent.

Rights and Employee Development

Employee Rights

Right to Due Process

When an employer contemplates disciplinary action, employees have a right to know what they are accused of, the evidence or proof thereof, and to tell their side.

Right to Life and Safety

Is the employee’s right to be protected from harm to the best of the employer’s ability.

Rights and Employee Development

Employee Rights

Right of Freedom of Conscience (Limited)

Employees should not be asked to do something that violates their personal values and beliefs, as long as these beliefs generally reflect commonly accepted societal norms.

Right to Privacy (Limited)

Protects people from unreasonable or unwarranted intrusions into their personal affairs, unless the employer feels they might pose a hazard to others.

Rights and Employee Development

Employee Rights – Right to Free Speech (Limited)

The first amendment only applies to government agencies limiting speech; in the workplace, individual freedom of speech is limited.

�But within organizations, individuals should still be free to express concerns or discontent with organizational policies or to blow the whistle without fear of harm.

Rights and Employee Development

Management Rights

Are based on the necessity for the organization to protect itself and its employees from persons that might do them intentional or unintentional harm.

�Managers have to weigh the individual’s rights against the potential harm that could be done to the organization by allowing the individual to express those rights.

Rights and Employee Development

Management Rights

Codes of conduct – Employers have a right to create a code of employee conduct that identifies the firm’s ethics and values and serves as a guide to individual action within the firm.

Workplace monitoring – Employers have a right to monitor the workplace to ensure employees act both legally and ethically in all of the actions they take on the firm’s behalf.

Rights and Employee Development

Management Rights

Employment-at-will – allows the company or

employee to break their work relationship at

any point in time, with or without any particular

reason, as long as in doing so, no law is violated.

� If a firm states that employment is “at-will”, the

employer does not have to have cause (reasons) to

terminate an employment relationship with an

employee.

Rights and Employee Development

Management Rights

Employment-at-will – public policy exceptions

Employers cannot terminate employees for:

� Filing a legitimate worker’s compensation claim.

� Refusing to lobby for a particular political

candidate at the boss’s request.

� Refusing to violate a professional code of ethics.

Rights and Employee Development

Management Rights

Employment-at-will – other exceptions

� If there is an implied contract between the

employer and employee.

� The employer does something that will

benefit the firm significantly but will harm the

individual employee (“lack of good faith and

fair dealing”).

Rights and Employee Development

Management Rights

Orientation (probationary) periods – give firms

time in which to assess new employees and

their capabilities, before fully integrating them

into the organization (typically 60 to 90 days).

Drug testing – generally for workplace safety,

but testing needs to be done in either a

universal or random form.

Rights and Employee Development

Employee Development – Coaching

Is the process of giving motivational feedback to

maintain and improve performance.

�Determining Corrective Coaching Action

� Offer training when ability holds back

performance.

� Offer motivational coaching when motivation is

lacking.

Rights and Employee Development

Employee Development – Counseling

Coaching fine-tunes performance; counseling and

disciplining deal with employees who don’t perform

to standards or violate a code of conduct.

Management counseling – giving employees

feedback so they realize a problem is affecting their

job performance, and referring employees with

problems that cannot be managed within the work

structure to an employee assistance program.

Rights and Employee Development

Disciplining

The major objective of coaching, counseling, and discipline is to change behavior.

� Secondary objectives – to let employees know action will be taken when standing plans or performance requirements are not met; and to maintain authority when challenged.

� Coaching generally should be the first step in dealing with problem employees, but if they are unwilling or unable to change, or a rule has been broken, discipline is necessary.

Rights and Employee Development

Disciplining

Discipline is corrective action to get employees

to meet standards and the code of conduct.

�Common offenses include theft, sexual or

other types of harassment, verbal or substance

abuse, and safety violations.

Rights and Employee Development

Disciplining

Just cause – seven tests for fairness and due process in disciplinary actions (that originated in union grievance arbitrations).

1. Did the employee receive fair warning?

2. Is the rule reasonably related to the orderly, efficient, and safe operation of the company’s business and expected employee performance?

3. Did the employer validate the alleged infraction prior to administering discipline?

Rights and Employee Development

Disciplining – Just cause – Seven tests (continued)

4. Was the investigation conducted fairly and objectively?

5. Was there substantial evidence or proof that the employee was guilty as charged?

6. Has the company applied its rules, orders, and penalties even-handedly, without discrimination?

7. Was the degree of discipline reasonably related to the seriousness of the employee’s proven offense and the record of the employee’s service with the company?

Rights and Employee Development

Progressive Discipline

The employer provides employee with

opportunities to correct poor behavior before

the terminating the individual.

�Steps: (1) informal coaching talk, (2) oral

warning, (3) written warning, (4) suspension,

and (5) termination.

� Employee coaching, counseling and discipline

may differ in different countries and cultures.

Rights and Employee Development

Terminating

Is necessary when an employee cannot be made

into a productive member of the workforce.

Causes for dismissal immediately following

investigation:

Gross negligence – a serious failure to exercise care

in the work environment.

Serious misconduct – intentional behavior can

potentially cause great harm to another or the firm.

Rights and Employee Development

Termination of Non-managerial Employees when Offenses are not Gross Negligence or Serious Misconduct

E.g., offenses such as failure to perform the job satisfactorily even after being thoroughly trained, or continual disregard of rules or policies.

� After making the initial determination, subject the evidence to a review by another manager, legal counsel, or HR representative to ensure the decision was objective.

Rights and Employee Development

Termination of Managerial Employees

Follow just cause procedures, and consider:

�If the manager has a contract with the firm,

the contract typically identifies the conditions

under which the manager may be terminated.

�Managers are usually given the option to

resign rather than face termination.

Rights and Employee Development

Leadership Is the process of influencing employees to work toward the achievement of organizational objectives.

Leaders have to take into account contingency factors – factors that interfere with the relationship between the people and the goal.

� E.g., the leader’s personality and style; follower ability and willingness; complexity of the situation; macro-environmental external factors; organizational culture and structure.

Rights and Employee Development

Building Effective Work Teams

Team building is a widely-used Organizational Development (OD) technique because intra- and inter- team effectiveness affect the entire organization.

Typical team-building goals:

� Clarify team objectives and members’ responsibilities.

� Identify why the team isn’t accomplishing its objectives.

� Develop team problem-solving, decision-making, objective-setting, and planning skills.

� Develop open, honest working relationships based on trust and an understanding of group members.

Rights and Employee Development

Overcoming Resistance to Change

Is one of the biggest challenges in change management.

Seven Steps

1. Develop a positive trust climate for change.

2. Plan.

3. State why it’s needed and how it will affect people.

4. Create a win-win situation.

5. Involve employees.

6. Provide support and evaluation.

7. Create urgency.

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