Sample Bank Teller Cover Letter by jhj14357

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									     FEDERAL LEGISLATION AFFECTING
        SELECTION & PROMOTION


1964 CIVIL RIGHTS ACT (Title VII)
     Protects based on: Race, Color, Religion, Sex, National Origin

         Must employ >15 employees for 20+ weeks/yr, interstate commerce
         Covers employers, employment agencies and labor unions
         Equal Employment Opportunity Commission (EEOC)

    1972 – Gave EEOC right to file charges directly
    1978 – Added pregnancy discrimination protection
    1991 – Clarified “business necessity” and “burden of proof” issues
    Reversed several supreme court decisions, allowed for punitive damages
    Extends coverage to international operations
          SELECTION & PROMOTION, Contd


1967 AGE DISCRIMINATION IN EMPLOYMENT ACT
Do you have >20 employees for 20+ weeks/yr, interstate commerce?
     1967 – protected ages 40 – 65
     1978 – protected ages 40 – 70
     1986 – protects everyone over the age of 40

1986 IMMIGRATION REFORM & CONTROL ACT
Only hire workers with a legal right to work in the USA
      Verify employment authorization (I-9)
      Fines for each illegal alien hired (from $250 to $10,000)
      Fines up to $1000 for each undocumented employee

1990 AMERICANS WITH DISABILITIES ACT
>25 employees (7/92) changed to >15 employees (as of 7/94)
     Protects persons regarded as having a disability from employment
     discrimination. Building/work must be accessible to handicapped.
  SELECTION / PROMOTION LEGISLATION
         APPLICABLE TO GOVERNMENT AGENCIES &
                     CONTRACTORS

• 1973 – VOCATIONAL REHABILITATION ACT
    – Government contracts > $2,500.

• 1974 – VIETNAM VETERANS READJUSTMENT ACT
    – Contract > $10,000.

EXECUTIVE ORDERS

1965 – 11246 Discrimination on the basis of Race, Creed, Color or
   National Origin       Affirmative Action for Contractors > $10,000.


1968 – 11375 Changed ―Creed‖ to Religion; and added ―Sex‖

1969 – 11478 US Gvmt itself must not discriminate on these bases
    FEDERAL LEGISLATION AFFECTING
            COMPENSATION


• 1931 – DAVIS-BACON ACT
   – Must pay prevailing-area wages
   – Construction contracts > $2,000.

• 1936 --WALSH-HEALEY ACT
   – Pay prevailing area wages and overtime (40 hrs/wk or 8 hrs/day)
   – Manufacturing contracts > $10,000.
   – 1986 amends 8 hr reqmt for firms w compressed workweeks

• 1963 – EQUAL PAY ACT
   – Can’t pay differentials based on sex (gender)
   – CAN PAY differentials on seniority, merit, quality, quantity or shift
   – Everyone engaged in interstate commerce
          FAIR LABOR STANDARDS ACT
                     1938


•   MINIMUM WAGE (orig $.25 per hour/currently $5.15/hr)
•   PAY OVERTIME      (Time and a half after working 40 hrs/ wk)
•   CHILD LABOR RESTRICTIONS (< 18 yrs old)
•   RECORD KEEPING REQUIREMENTS (keep 2-3 years)
•   CREATED EXEMPT & NONEXEMPT CATEGORIES
     EXEMPT = Don‟t have to pay either minimum wage or overtime
    – Executives, Administrators, Professionals, Outside Sales
        • MUST MEET A SALARY TEST and a JOB DUTIES TEST
    – Volunteer workers and independent contractors
    – Domestics, farm workers, seamen, taxi drivers
    – SUB-MIN WAGES ok for students, messengers, apprentices, waiters
    NONEXEMPT = Must pay minimum wages and overtime
      INCOME PROTECTION & SECURITY
              LEGISLATION
•   1911 – WORKERS COMPENSATION
    – Covers injuries on-the-job
•   1935 – UNEMPLOYMENT COMPENSATION
    – Loss of job through no fault of your own
    – Min 6.2% of first $7000 (5.4% reverts to the state)
•   1935 – SOCIAL SECURITY ACT
    – RETIREMENT, DISABILITY, SURVIVORS & HEALTH BENEFITS
    – 6.2% of first $89,000+ to social security, plus 1.45% (unlimited) to medicare
•   1970 – OCCUPATIONAL SAFETY & HEALTH ACT
    – OSHA enforces safety in the workplace
•   1974 – EMPLOYEE RETIREMENT INCOME SECURITY ACT
    – ERISA – Pension reform; private plans must be funded annually
•   1988 – WORKER ADJUSTMENT & RETRAINING NOTIFICATION
    – > 100 employees… Give 60 days notice when closing a plant
•   1993 – FAMILY AND MEDICAL LEAVE ACT
    – > 50 employees… Unpaid leave for up to 12 weeks for family/medical reasons
         LEGISLATION AFFECTING UNION
                RELATIONSHIPS
•   1926 – NATIONAL RAILWAY LABOR ACT
          • Procedures for collective bargaining & grievance resolution
•   1932 – ANIT-INJUNCTION ACT                  (NORRIS-LAGUARDIA)
          • Banned “Yellow-dog” contracts; limited use of injunctions
•   1935 – NATIONAL LABOR RELATIONS ACT                            (WAGNER)
          • Guaranteed unions rights to organize; established NLRB
          • Created a list on unfair management practices
•   1947 – LABOR MANAGEMENT RELATIONS ACT
     (TAFT-HARTLEY)
          • Allows right to “not join” unions if the states take action
          • Creates a list of unfair union practices; balances mgmt & union activity
•   1959 – LABOR-MANAGEMENT REPORTING & DISCLOSURE ACT
    (LANDRUM-GRIFFIN)
          • Requires union elections every 5 years and annual internal reports
•   1980 – AMMENDMENT TO WAGNER ACT
          • Conscientious objectors have a right to “not support” the union
      NATIONAL LABOR RELATIONS ACT
            (WAGNER ACT) 1935

Affirmed employees’ rights to form unions and to bargain collectively

Created the National Labor Relations Board (NLRB) to decide all unfair
   labor disputes and to oversee union elections

Established a list of unfair management practices
   Interference with efforts to organize
   Domination of the labor organization by the employer
   Discrimination in hiring workers to discourage union affiliation
   Discrimination for filing charges/giving testimony under the act
   Refusal to bargain collectively with chosen employee representatives
    LABOR-MANAGEMENT RELATIONS ACT
        (TAFT-HARTLEY ACT) 1947

Employees can refrain from union activity (the right-to-work)
Closed shop outlawed (with exceptions)
Written agreement required for deducting union dues (the check-off)
Employer free-speech rights & right to file unfair charges against unions
Employees given right to initiate decertification elections
President can intervene in strike actions for ―national security‖ reasons
Unfair labor practices of unions identified
   Coercion of workers to join the union
   Refusal to bargain in good faith
   Secondary boycotts and jurisdictional strikes outlawed
   Excessive or discriminatory fees or dues
   Pressuring employers to discriminate against employees
   Featherbedding
                 IS THERE EVIDENCE OF
                    DISCRIMINATION?

DISPARATE TREATMENT (Deliberate Discrimination)
   Oral or written evidence of intentional bias

THE 4/5ths RULE
  Disparate rejection/selection rates

POPULATION COMPARISONS
  Labor market representation…is our firm representative?

INTERNAL (CORPORATE) IMBALANCES
   Statistical differences by level or category within the firm

DISPARATE IMPACT (Unintentional)
   Policies that restrict or limit an “equal opportunity” for consideration
     EQUAL EMPLOYMENT OPPORTUNITY
           COMMISSION (EEOC)
Investigates & resolves complaints, gathers info on employment
   patterns, and issues new employment guidelines.
•   CHARGES MUST BE FILED WITHIN 180 DAYS
        Extended to 300 days if a state agency is involved
•   EEOC DETERMINES IF THE CLAIM HAS MERIT
        An investigation to determine whether “Probable Cause” is established
•   ATTEMPT AT CONCILIATION
        Will employer agree to a consent decree? IF YES, the matter is resolved.
        IF NOT, the EEOC will either initiate court action on behalf of the
           complainant, or will issue a “Right to Sue” letter.

IF ADVERSE IMACT IS FOUND, THE EMPLOYER CAN:
   Take action to immediate correct the adverse impact
   Use a BFOQ defense to justify the firm‟s actions
   Offer evidence of predictive validity studies in defense of the firm

THE EEOC IS CONCERNED WITH FIXING THE PROBLEM – THE NET EFFECT OF ALL
   OF THE SELECTION PROCEDURES IS THE FOCUS OF THEIR ATTENTION.
                        JOB ANALYSIS

    A systematic analysis of jobs within an organization.

    Job analysis data is used to develop the following:

JOB DESCRIPTIONS
  Specific duties and tasks one is responsible to accomplish

JOB SPECIFICATIONS
  Minimum competencies & abilities needed to hold the job

JOB EVALUATION SYSTEM
  Compensable factors which determine the worth of each position

PERFORMANCE APPRAISAL SYSTEM
  Standards to evaluate how well the worker actually does the job
         ALTERNATIVES TO RECRUITING
     (STRATEGIES FOR DEALING WITH LABOR SHORTAGES)


OVERTIME
RECALL RECENT RETIREES
TEMPORARY AGENCIES
SUBCONTRACT WORK OUT
TRANSFER WORKERS IN


ALTERNATIVES TO LAYOFFs
(STRATEGIES FOR DEALING WITH LABOR SURPLUSES)

REDUCE WORKWEEK
ATTRITION
EARLY RETIREMENT INCENTIVES
SEEK SUBCONTRACT WORK
TRANSFER WORKERS OUT
 RECRUITING EFFORT IS AFFECTED BY:

MANAGERIAL PHILOSOPHY
  OPEN = Best Specialists Sought (will pay premium wages for demonstrated skills)
  CLOSED = Develop & Promote From Within (trainable…willing to learn)


AGREEMENTS & REGULATIONS
  LAWS & AFFIRMATIVE ACTION
  UNION CONTRACTS


LABOR MARKET CONDITIONS
  UNEMPLOYMENT RATES
  SOUGHT SKILLS (Local v. National Search?)


ORGANIZATIONAL IMAGE & REPUTATION
  INDUSTRY, STABILITY, PROGRESSIVE POLICIES, PAY & BENEFITS
        INTERNAL RECRUITING METHODS

PERSONNEL SKILLS INVENTORIES (HRIS)
JOB POSTING AND BIDDING SYSTEMS
SUPERVISORY RECOMMENDATIONS
REVIEW RECENT LAYOFFS & RETIREMENTS


EXTERNAL RECRUITING METHODS
REFERRALS - By Current Employees
UNSOLICITED APPLICANTS - Walk-Ins and Drop-Ins
ADVERTISEMENT - Newspapers, Specialized Journals
EMPLOYMENT AGENCIES - USES, Private Agencies, Executive Search Firms
EDUCATIONAL INSTITUTIONS - Campus Recruiting, Special Events/Job
   Fairs, Internships
PROFESSIONAL ASSOCIATIONS - Professional Conference Placement
   Bureaus
INTERNET - Job Listing Sites or Company Web Page
            SELECTION CRITERIA FOR A
                SALES MANAGER
EDUCATION
  Earned degree in Marketing (BBA, min)

EXPERIENCE
  Previous experience as Sales Manager (2 yrs, min)

SKILLS
  Knowledge of spreadsheets and desk top publishing
  (Corel 9 Suite, Pagemaker)

SUPERVISION
  Evidence of ability to positively motivate sales representatives
  (Customer satisfaction, territorial sales growth, etc)

WORKING CONDITIONS
  Lots of travel, tolerant of week-long trips
             SOURCES OF INFORMATION
              ABOUT JOB APPLICANTS
RESUMES v. APPLICATION FORMS
  Work History, Educational Background, Where applicant can be reached, etc.
INTERVIEWS
  Base discussions on job duties and requirements.
  Focus on these types of questions:
        * Depth of professional and job knowledge
        * Past work accomplishments and achievements
        * Situational (hypothetical) questions
  Can the applicant communicate well? Will s/he be able to relate well to others?
TESTS
  Aptitude (promise) vs Achievement (proof)
  Cognitive (intelligence, math, spatial, etc) vs Physical ability
  Personality, honesty, drug and substance abuse
REFERENCE CHECKS
  Honesty, dependability, ability to work with others
                 REALISTIC JOB PREVIEWS
          Considered a successful method to ensure person-job fit by providing a
            real picture of the job to the applicant.

WHAT DOES THE JOB REQUIRE?
   JOB DESCRIPTION (Duties & Tasks)
   JOB SPECIFICATION (Qualities & Personal Characteristics)
   PERFORMANCE STANDARDS (Appraisal Criteria)
   Are there “Unwritten” Expectations?

WHAT DOES THE JOB OFFER?
  What will I do? How challenging will the work really be?
  What salary and benefits can I expect?
  What other rewards and/or recognition is possible?
  What is the potential for career growth and promotion?

If a job offer is accepted, will there be unanticipated ―surprises‖ when s/he begins
work, or will things be exactly expected? Unexpected surprises on the job will
generate feelings of inequity (They lied!…I’ve been deceived!) which harm both
productivity and longevity. BE PAINFULLY CLEAR AND HONEST in all your
communications with prospective employees.
      ARE THESE INTERVIEW QUESTIONS
                  LEGAL?
1.    Have you ever worked under another name?
2.    What religious holidays do you observe?
3.    Are you a citizen of the United States?
4.    Are you handicapped?
5.    Which foreign languages can you read and speak fluently?
6.    Are you married?
7.    Do you plan to start a family in the near future?
8.    How long did you work at your three most-recent jobs?
9.    Have you ever been arrested or convicted of a felony?
10.   What is the name, address and phone number of your father?
11.   Do you rent or own your home?
12.   Do you have a current driver’s license?
         SOME INTERVIEWING ERRORS

PRIMACY EFFECT -- first impressions are lasting
STEREOTYPES – categorization based on appearance (not knowledge)
HALO EFFECT – you did discover one outstanding attribute
CONTRAST EFFECT – ordering or sequencing has an impact
PROJECTION – “similar to me” error; if you’re like me you’re ok!
REJECTION MIND SET – deliberate search for negative info
INTERVIEWER DOMINATION – interviewer talks too much
INCONSISTENT QUESTIONS – info gathered isn’t comparable
INAPPROPRIATE QUESTIONS – legally questionable, job related?
INADEQUATE INTERVIEWER TRAINING – doesn’t know what to do
POOR BODY LANGUAGE – nonverbal signals conflict & confuse
               EMPLOYMENT TESTS

WORK SAMPLE TESTS (Performance)
  Typing, driving, programming, operating equipment
SIMULATIONS
  In-baskets, dexterity tests, etc
APTITUDE & ABILITY TESTS
  Intelligence & learning potential tests
  Clerical ability & spatial relationships
  Reading comprehension and mathematical abilities
PERSONALITY & TEMPERAMENT TESTS
  Personality tests (MBTI, MMPI, etc)
  Projective tests (TAT, Rorschacht Ink Blot, etc)
HEALTH ASSESSMENT
  Drug Tests
  Physical Examinations
              TRAINING & DEVELOPMENT

TRAINING = Knowledge and skills needed for the present job.
DEVELOPMENT = Knowledge and skills for the future.

ESTABLISH T&D OBJECTIVES (Purpose? What results do you want? By When?)
SELECT T&D METHODS - (On the Job v. Off the Job training?)



    – Lectures – work well for factual material.
    – Case discussions & role plays - good for improving
      interpersonal relations skills or group decision-making.
    – On-the-job and vestibule training - facilitates learning
      physical skills through practice and actual use of tools.
    – Web based/electronic media-based training - allows a
      variety of content, is readily updated, saves travel costs
      and is self-pacing.
    – Corporate university—a self-contained training facility
               EVALUATING
         TRAINING & DEVELOPMENT

ATTITUDES & OPINIONS
  HOW DO THE PARTICIPANTS „FEEL‟ ABOUT IT?
  DID THEY THINK IT WAS WORTHWHILE?

KNOWLEDGE GAINED
  WHAT DID THEY REALLY LEARN? DO WE HAVE PROOF?

BEHAVIORAL CHANGE
  ARE PEOPLE BEHAVING & ACTING DIFFERENTLY NOW?

RESULTS ACHIEVED
  WERE OUR OBJECTIVES MET? …HAVE COSTS DECLINED?
  HAVE PERFORMANCE GAPS NARROWED?
            WHAT IS THE PURPOSE OF
           PERFORMANCE APPRAISAL?

JUDGMENTAL – To make administrative decisions
  (To justify rewards given for performance)

DEVELOPMENTAL – To improve performance
  (To provide feedback for learning and work improvement)

  You cannot accomplish both purposes equally well with a single
  appraisal system. Some appraisal tools are better at generating good
  feedback than providing a consistent rationale for a judgment.
  Similarly, negative feedback generated by judgmental appraisals is
  unlikely to motivate the employee to work harder to improve
  performance. If both appraisal objectives are important, separate
  assessment systems should be created.
WHO SHOULD CONDUCT THE APPRAISAL?



•   IMMEDIATE SUPERVISOR
•   SUBORDINATES
•   COWORKERS (Peers)
•   OUTSIDERS
    – Customers
    – Constituents
    – Consultants
• SELF-APPRAISAL
• GROUPS or TEAMS

360 degree appraisal – from above & below; insiders & outsiders
    HOW OFTEN SHOULD APPRAISALS BE DONE?


•   ANNUALLY (Once a year)
•   SEMI-ANNUALLY (every 6 months)
•   QUARTERLY (every 3 months)
•   MONTHLY
•   CONTINUOUSLY

        WHEN SHOULD APPRAISALS BE DONE?

DO ALL THE APPRAISALS AT ONE TIME
  A lot of work to do at one time..overworks the supervisor
  All appraisals cover the same time period
DO EACH ONE ON THE EMPLOYEE’S “ANNIVERSARY”
  The appraisal process is spread over the whole year
  Appraisals are not comparable…they don’t cover the same time period
                    APPRAISAL ERRORS

FUNDAMENTAL ATTRIBUTION ERROR
HALO & HORN EFFECTS
RECENCY EFFECT
CONTRAST EFFECT
STATUS EFFECT
PROJECTION
EVALUATOR PREJUDICE
DISTRIBUTION (RANGE) ERRORS
   Leniency, Strictness, or Central Tendency

USE OF INAPPROPRIATE APPRAISAL MEASURES
    THREE FOCAL POINTS OF APPRAISAL

1. PERSONAL TRAITS AND CHARACTERISTICS
   + inexpensive to develop and use
   + not specialized by position; one form for all workers
   - high potential for bias and rating errors
   - not very useful for feedback or development
   - not easily justifiable for reward/promotion decisions

2. JOB BEHAVIOR AND ACTIVITY
   + can focus on specific duties listed in the job description
   + intuitively acceptable to employees and superiors
   + useful for providing feedback
   + seem fair for reward and promotion decisions
   - are time consuming to develop and use
   - can be costly to develop
   - have some potential for rating error and bias
    THREE FOCAL POINTS OF APPRAISAL
                CONTD


3. WORK RESULTS, ACCOMPLISHMENTS, AND OUTCOMES

  + less subjectivity bias
  + acceptable to employees and superiors
  + links individual performance to organizational objectives
  + seem fair for reward and promotion decisions
  - are time consuming to develop and use
  - may encourage a short-term perspective
  - may use deficient or inappropriate criteria
                APPRAISAL METHODS

NARRATIVES
  ESSAYS
  CRITICAL INCIDENTS
RANKING COMPARISONS
  ALTERNATION
  PAIRED COMPARISONS
CHECKLISTS
  SIMPLE
  WEIGHTED
RATING SCALES
  GRAPHIC RATING SCALES
  BEHAVIORALLY ANCHORED RATING SCALES (BARS)
  BEHAVIORAL OBSERVATION SCALES (BOS)
OBJECTIVE MEASURES
  NATURAL COUNTS (Quantity produced, etc)
  GOALSETTING STANDARDS (MBO, etc)
               APPRAISAL METHODS

Judgmental Methods
  Ranking—compares employees directly with each other.
     •   Difficult to do with large numbers of employees.
     •   Difficult to make comparisons across work groups.
     •   Employees are ranked only on overall performance.
     •   Do not provide useful information for employee feedback.
  Rating—compares each employee with a fixed standard.
     • Graphic rating scales consist of job performance dimensions to
       be rated on a standard scale.
     • Behaviorally-anchored rating scale (BARS) is a sophisticated
       method in which supervisors construct a rating scale where
       each point on the scale is associated with behavioral anchors.
Graphic Rating Scales
  for a Bank Teller
Behaviorally Anchored Rating
            Scale
                COMPENSATION ISSUES

HOW TO DIVIDE THE COMPENSATION DOLLAR
     Base Wages
     Incentives
     Benefits

PAY EQUITY (Fairness)
      INTERNAL
             Compared to other jobs within the organization
      EXTERNAL
             Compared to similar jobs outside the organization

CONFIDENTIALITY OF THE PAY SYSTEM
      Is it secret, or are the scales and criteria public information?
       COMPENSATION ISSUES, CONTD

NUMBER OF PAY SYSTEMS
  SEPARATE PAY SYSTEMS FOR DIFFERENT OCCUPATIONAL GROUPS?
       Different factors determine the worth of these positions (clerical, professional, skilled trades)
  ONE SINGLE PAY SYSTEM FOR THE WHOLE ORGANIZATION
       This approach appears ―fairer‖ and avoids comparable worth issues


ABILITY TO PAY COMPETITIVE WAGES
  SET PAY AT, ABOVE, OR BELOW THE GOING RATES IN THE INDUSTRY
       What can we afford? What other compensation do we provide?


PHILOSOPHY OF EXECUTIVE COMPENSATION
       Wage differences between the top and bottom jobs in the firm (―multiples‖)


  PHILOSOPHY OF WAGE PROGRESSION
       Number of pay grades and amount of overlap between them
       Number of steps within each grade?
       On what basis is each move (step) granted? Merit? Seniority? Experience?
         USE INCENTIVE PAY TO REWARD:

•   PRODUCTIVITY
•   ACHIEVEMENTS & ACCOMPLISHMENTS
•   ACQUISITION OF NEW SKILLS
•   LONGEVITY WITH THE FIRM

HOW TO ADMINISTER INCENTIVE PAY
    A.    ADD IT TO THE REGULAR PAYCHECK
    ONCE ACQUIRED…FOREVER PAID…NEVER IS “EARNED” AGAIN
    INCENTIVE PAY MIXED WITH BASE PAY…WORKERS LOSE MOTIVATION

    B.    PAY IT ALL OUT AS A LUMP-SUM AT ONE TIME
    LARGE CASH OUTFLOWS ARE DIFFICULT FOR THE FIRM TO MANAGE
    OPPOSED BY UNIONS BECAUSE ANNUAL WAGES DON‟T GROW
         LEGALLY REQUIRED BENEFITS

SOCIAL SECURITY -- 40 Quarters –Earn $500+ per qtr
   RETIREMENT
   DISABILITY
   SURVIVOR
   HEALTH INSURANCE


UNEMPLOYMENT COMPENSATION – 26 wks + 13
   NO-FAULT JOB LOSS


WORKER’S COMPENSATION
   JOB-RELATED INJURIES
            EXPECTED BENEFITS
PAYMENT FOR TIME NOT WORKED
  HOLIDAYS
  VACATIONS
  SICK PAY
  FUNERAL LEAVE, ETC.

INSURANCE PLANS
  HEALTH
  DENTAL
  VISION
  LIFE

RETIREMENT PLANS
  PENSION
          FLEXIBLE BENEFIT PLANS
                (CAFETERIA BENEFIT PLANS)


TYPES OF FLEXIBLE PLANS
  CORE
  MODULAR ( BASE + PACKAGES)
  FLEXIBLE SPENDING ACCOUNTS
  HEALTH SAVINGS ACCOUNTS

ADVANTAGES
  CAPS OR CONTAINS BENEFIT COSTS
  RAISES CONSCIOUSNESS RE: BENEFIT COSTS
  PROVIDES WORKERS ONLY THE BENEFITS THEY DESIRE

LIMITATIONS
  COST OF BENEFITS FLUCTUATES (ADVERSE SELECTION)
  PEOPLE MAKE IRRESPONSIBLE DECISIONS
  IRS RULINGS & TAX LIABILITY ISSUES
  BOOKKEEPING & ADMINISTRATIVE ISSUES
                           DUE PROCESS
                      The right to a ―fair‖ hearing

WHAT IS “UNJUST” DISCIPLINE?

   CENSURE, REPRIMAND, SUSPENSION, or TERMINATION FOR….
   Disloyalty – blowing the whistle?
   Theft?
   Violation of company policies and procedures?
   Lateness and absenteeism?
   Inefficiency and low productivity?
   Lack of ability and skills?
   Incompatibility with management?
   Economic downturn?

What is the morality of job loss due to each of these circumstances?
  ESTABLISHING “FAIR” GRIEVANCE
           PROCEDURES
INVESTIGATE COMPLAINTS/VIOLATIONS PROMPTLY

CONDUCT A THOROUGH, IMPARTIAL INVESTIGATION

PROVIDE AVENUES OF APPEAL
   CHAIN-OF-COMMAND
   “OPEN DOOR” POLICY
   OMBUDSPERSON
   PEER REVIEW PANEL
   ARBITRATION

IS THE FINAL RESOLUTION SEEN AS “FAIR?”
FACTORS THAT REDUCE THE CHANCES FOR
   SUCCESSFUL UNION ORGANIZATION

•   Employees believe the organization is NOT trying to exploit them
•   Good performance records kept by the organization
•   Employee effort is recognized and appreciated
•   Disciplinary procedures are fair and consistent
•   Rewards are based on clear performance criteria, not on favoritism
•   Supervisors have good relationships with workers

								
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