Labour Relation Act Assignement

3. Conflict management: - speak to the person first, then if not resolved speak to the manager

* According to the material in Chapter 9, most employee complaints related to performance evaluations are based on alleged violations of employment law. Determine what you think would be a common complaint that could have legal consequences. Propose a strategy that HR could implement to reduce the number of these types of employee complaints.

A summary of the issues with the employee, the steps we have taken to date and feedback provided to the employee.

An employee may be determined to have impaired or jeopardized the proper and efficient operation of the Office of the Sheriff due to his/her carelessness or neglect of their job performance under this provision where he/she acts or fails to act in any manner contrary to acceptable standards of performance.

1st Step - Workers should put their grievance, preferable in writing, to their immediate line manger. Where the grievance is against the line manger the matter should be raised with a more senior manger. If the grievance is contested the manger should invite the worker to attend a hearing in order to discuss the grievance and should inform the worker of his/her statutory right to be accompanied depending on the nature of grievance. The manger should respond in writing to the grievance within a specified time (e.g. within five working days of the hearing or, where no hearing has taken place, within five working days of receiving written notice of the grievance.

Next is reassign the poor performer to a position of less responsibility or to one requiring less technical knowledge or interpersonal skills. Lastly release when non of the four approaches are working the employee have to be fired.

My final advice as HR manger would be, when it comes to poor performance or violations of company policy, a conversation is not enough. Make sure any issues should be in writing and acknowledged by the employee. Although you can do this by email, I recommend a written memo that is signed by the employee and placed in their personnel

Some types of issues decisions are clear and call for immediate dismissal for example theft and violence. The seriousness of forging a document depends on the document and can go both ways, with warnings which can lead to dismissal if continued, but in other cases may be serious enough to warrant immediate dismissal. These were not serious enough to warrant the immediate action as no action was taken and the employee is told of this at the time of the dismissal. Moreover, to be fair, the employee should be give a chance to defend herself against the

This is because improvements are possible when the individual becomes inclined to change. It also must be done on a positive manner where the employee can be motivated. If all the steps fail, then firing the employee is the next appropriate course of action.

People often cannot understand their own underperformance. By giving constructive feedback with a helping hand is the first step. If the employee did not understand what was expected, then clarify them again (Prakash, n.d.). Suggest a reward for improved performance. Create milestones and praise the person for reaching them. This will give the underperformer the motivation to continue to perform successfully and get things back on track (Prakash, n.d.).

b. Hold his promotion till the next evaluation and give him a chance to overcome his shortcomings.

Step 1) Above all else, treat the employee with respect and kindness and remain calm no matter how the employee reacts. Do not argue with the employee. Be compassionate and respectful.

• Weed out poor managers. Dissatisfied workers dislike poor management. Act quickly to preserve your credibility in the workforce. Remember the law of procrastination. “No matter how long you ignore a problem employee, his or her behaviour will not improve-act now!”

It is essential to analyse the problem and identify the actual causes of the underperformance. Sending an employee to “report writing” training when the problem is caused by personal problems is not going to solve the issue.

* true despite written agreements that may state employee is not regular (prevent lopsided agreements and manipulations to keep employee on casual status)