organizational factors such as job definition job design induction adequate

Organizational factors such as job definition job

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organizational factors such as job definition, job design, induction, adequate evaluation and feedback; proper matching of people and jobs (improved selection techniques); possession of necessary skills to perform the tasks efficiently; interpersonal relationships within the immediate or work related area; personal/family circumstances; medical considerations; a process that does not disadvantage, devalue or discriminate against any individual on the basis of gender, cultural background or any other attribute not relevant to the workplace; a process that ensures complete confidentiality of all documentation associated with the planning and review of any employee’s performance; a consistent link between the goals and objectives set for the agency and the employee; a clear statement of goals and objectives for each employee at the beginning of each evaluation period and the provision of feedback on individual performance against the set objectives; an identification of attitudes, knowledge and skills for effective individual performance and plans for staff to undertake relevant training, education and development programs; and timely evaluations which reflect a fair assessment of an employee’s performance during the specified period based on the set objectives. A good performance management system will help identify such factors and an integrated approach to personnel management within an agency should provide mechanisms for dealing with them.
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HANDLING GRIEVANCES THE "WHO, WHAT, WHEN, WHERE, AND WHY" OF GRIEVANCES: One of a supervisor's most important jobs is to handle, and settle grievances. Often, however, supervisors fail to document a grievance properly with the result the Company may lose factual information. When this happens, the employee may not get the relief he is entitled to, or, the Company may be faced with unnecessary costs. If every supervisor knew and understood the basics of grievance investigation, they would be more effective supervisors. Always check for the following: WHO : is involved in the grievance, name or names, check or department number, and seniority date? Don't forget the steward or Union representative who may be involved. WHEN : did the grievance occur? Date and time, day of week, exact time when act or omission took place, which created the grievance. WHERE : did the grievance occur? Exact location, department, machine, aisle, etc. WHY : is this a grievance? What has been violated the contract, supplement, past practice, law, ruling or awards, personal rights, etc.? WHAT : happened that caused the violation? Improper layoff or recall? Improper promotion or transfer, etc.? What adjustment is necessary to completely correct the alleged injustice, to place the aggrieved in the same position he would have been in had not the grievance occurred? What, if any, is the total liability to the Company?
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HANDLING GRIEVANCES The grievance handling procedure of the organization can affect the harmonious environment of the organization.
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