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BusMan U3AOS2 (Termination Management (Redundancy (a position is made…
BusMan U3AOS2
Termination Management
Redundancy
a position is made redundant when there is no longer sufficient work for the employee to perform
Entitlements
employees are entitled to receive any remuneration owning and accrued leave, also severance or redundancy entitlements for retrenched employees
Dismissal
(fired or sacked), an employer against the will of the employee terminates employment. It is the ending of their contract usually due to incompetence and misconduct
Transitional Issues
assist departing employees to gain new work and to cope with the stress of leaving a job, can include; counselling, skills development, resume writing, interview techniques and job search assistance
Resignation
voluntary termination that occurs when an employee leaves the workplace, usually to go to another job
Retirement
when an employee decides to leave the paid workforce permanently, usually for someone who can access their super and over the age of 65
Role of Participants
Employee Associations
groups of employers who unite to promote their common interests and share information, advice and support each other
Fair Work Commission
create a safety net of minimum working conditions and wages, resolve disputes, approve enterprise agreements
Human Resource Managers
build relationships, respect and support employee goals, listen to staff feedback
Unions
represent and protect the rights of employees in a particular industry, negotiate and bargain with employers about wages and conditions
Employees
perform duties, follow safety procedures, obey orders within contract, account for all money or property received, not misuse confidential information
Workplace Relations
the contractual, emotional, physical and practical relationship that exists between employer and employee
Motivation Strategies
Career Advancement
promoting employees to positions of more responsibility or authority
Training
providing staff with the necessary skill and knowledge in order to perform their job tasks properly
Performance Based Pay
financial reward to employees whose work has reached or exceeded a set standard
Support
manager meets with the employee and verbally instills belief as well as mentoring them to help overcome problems
Sanction
punishment for failure to meet or comply with a business objective. e.g. pay penalty, lost promotional opportunity, dismissal
Performance Management
Appraisals
Measure how well an employee has performed their job over a set period, plans to improve performance are established
Employee Observation
Reveals the strengths and weaknesses of an employee's performance in all parts of work life. Feedback is collected from a range of people (co-workers, managers, subordinates, customers)
Management By Objectives (MBO)
Involves participative goal setting where the manager and employee determine a set of employee objectives/goals at the beginning of the review process
Self-evaluation
An employee self-assesses both their performance of predetermined objectives and their contribution to their business
Relationship between HR and Business Objectives
Employer expectations
Employees work hard, are punctual and hardworking and are loyal to the business
Business objectives
Profit, market share, market need, social need, shareholder expectations
Employee expectations
To be paid, have good terms and conditions, job security, develop their skills, enjoy their work, have pride in their business, feel they are useful and helping achieve something meaningful
Methods of Determining Wages and Conditions
Agreements
made between one or more employers and two or more employees, process of enterprise bargaining (negotiation), can be tailored to meet individual needs of employees, have to be reviewed by the Fair Work Commission
Awards
legally binding minimum requirements for wages and conditions applying to specific industries, reviewed by the Fair Work Commission every 4 years
National Employee Standards
maximum of 38 hours a week, annual leave, flexible working conditions, public holidays, long service leave
Dispute Resolution
Mediation
Where an independent third party (the mediator) will help the parties talk about the issues and arrive at their own agreement/resolution. Their role is to facilitate communication
Arbitration
Where an independent third party (the arbitrator) listens to both sides of a dispute and then makes a decision based on the arguments which is legally binding on both parties. The arbitrator is responsible for the outcome.
Grievance Procedures
Step-by-step formal process that employee/employers go through in order to resolve a conflict, should be introduced at induction, usually less steps for smaller businesses and more steps for larger businesses
Motivation Theories
Locke and Latham's Goal Setting Theory
Focuses on the process of setting and attaining goals
1 Establish SMART goal
2 Employee undertakes the task
3 Periodic feedback is provided by manager
4 Evaluate outcome
5 Recognition and reward or training
Lawrence and Nohria's Four Drive Theory
Drive to acquire, drive to bond, drive to learn, drive to defend
Maslow's Hierarchy of Needs
Each need must be satisfied in order for the next one to be addressed stages cannot be skipped, one structure is applied to all
1 Physiological 2 Safety, 3 Social, 4 Self-esteem, 5 Self-actualisation
Training Options
On-the-job
Learning that occurs while the employee is at their place of employment, including; coaching, role modelling, apprenticeships, mentoring, participation, job rotation, job shadowing
Off-the-job
Learning from professional instructors away from the business, including; information presentation style, information process style, simulations, role plays