HND员工申诉作业(共3页).doc

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1、精选优质文档-倾情为你奉上1. Disciplinary rules and procedures help organisations achieve the overall purpose of maintaining organisational effectiveness. If disciplinary procedures are managed well, the outcome should help to maintain standards and improve individual performance. Procedures are a vital source o

2、f information for management and employees, and should apply equally to all workers in an organisation. They describe exactly how management should treat people when they have breached any of the rules, and they inform all employees about how they will be treated if they break rules or if their perf

3、ormance falls below agreed standards.Well maintained disciplinary procedures that all staff are properly trained to implement sent a message to staff that it is managements intention to treat people fairly and consistently. The law which effective from October 2004 requires all organisations, even s

4、mall businesses, to follow a specific disciplinary procedure when they are planning to dismiss an employee. 2. Any employee who considers that they have a grievance in relation to their employment is unlikely to be performing to the best of their ability. The effect of failing to resolve employee gr

5、ievances may include some or all of the following: Low motivation Poor standard of work Time wasting (grumbling to colleagues) Poor customer relations Poor health and safety Reduced production Decreased worker loyalty Low morale. Breakdown of trust between employer and employees Loss of morale becau

6、se employees feel they may not be treated fairly or they may not be treated fairly or they may not have their complaints taken seriously Legal action may be taken against the employer which, regardless of the outcome of that legal action, is likely to incur significant amounts of time and expenses L

7、oss of reputationif an organisation gets a reputation for being unfire or heavy handed when it comes to discipline, or for not treating employees with respect, then it may prefer to do business with a more reputable organisation.3. The out line of a disciplinary procedure:(1). Purpose and ScopeIt de

8、signed to help and encourage all employees to achieve and maintain standards of conduct, attendance and performance. This aims to ensure cpnsistent and fair treatment for all.(2). Principlesa. No disciplinary action will be taken against an employee until the case has been fully investigated.b. An e

9、mployee will have the right to appeal against any disciplinary penalty imposed.c. At all stages the employee will have the right to be accompanied by a shop steward, employee representative, or work colleague during the disciplinary the disciplinary interview.d. No employee will be dismissed for a f

10、irst breach of discipline except in the case of gross misconduct when the penalty will be dismissal without notice or payment in lieu of notice.e. The procedure may be implemented at any stage if the employees alleged misconduct warrants such action.f. At every stage the staff will be advicsed of th

11、e nature of the complaint against him, and will be given the opportunity to state his or her case before any decision is made.(3). The ProcedureMinor faults will be dealt with informally but where the matter is more serious, the following procedures will be used：Stage1-Oral warningStage2Written warn

12、ingStage3Final written warningStage4Dismissal(4). Gross misconductIf you are accused of an act of gross misconduct, you may be suspended from work on full pay, normally for no more than five working days, while the company investigates the alleged offence.(5). AppealsAn employee who wishes to appeal

13、 against a disciplinary decision should inform the Human Resources Manager in writing, stating the grounde for the appeal, within five days.4. The practical measures may include: Implement policies and procedures in accordance with ACAS guidelines, which describe how all discipline and grievance iss

14、ues should be handledMake sure that all employees have access to these procedures, and that new employees are introduced to them as part of their induction Ensure that staff are trained to handle discipline and grievance correctly at their level and in accordance with the organisations policies and

15、procedures Keep up to date with ACAS codes of practice and guidelines in respect of handling discipline and grievance, and make sure that the organisations procedures comply with models of best practice Keep informed of current developments in the legal framework that relate to employment rights Dev

16、elop links with specialist advisors (such as Employment Law legal specialists) to help with specific complex cases.5. In cases of minor misconduct or when performance is not meeting the required standard, it could be counter-productive to access the formal disciplinary mechanisms. Being heavy handed

17、 or overly formal when dealing with minor issues, could undermine good employee relations, and in fact lead to less effectiveness rather than improved effectiveness.However, it must be understood that all misconduct or substandard performance should be addressed, but that informal action is often th

18、e most appropriate approach to dealing with these types of matters.The very first stage of informal action could consist of nothing more than having a quiet word or a chat with an employee. If the issue is a little more significant than would be dealt with by having a quiet word, it may still be app

19、ropriate to involve actionbut this time just a little bit less informal. Special time may be set aside for the employee and their supervisor or line manager to discuss the issue.This type of discussion is often referred to as counselling, and it usually involves the supervisor and the employee in a probing discussion, using questioning, listening and problem solving. 专心-专注-专业