...importance for harmonious working with a view to achieve Company’s objectives. (c) It is moral responsibility of the employer not to allow the minority of employees who are indisciplined to affect the life of majority. 1.3 How does Indiscipline arise? In most of the cases, indiscipline of a worker is the expression of his reaction to his environment. Usually the causes of indiscipline are : (a) Lack of awareness of Company’s rules and regulations; (b) False promises made by superiors; (c) Absence of any procedure to handle grievances; (d) No action taken when required; (e) Personal frustrations and misunderstandings. There could be many other different reasons for indiscipline depending upon individual differences. 1.4 Corrective and Punitive action Since any case of indiscipline is basically a behavioural problem, it is necessary that before taking any punitive action, all efforts should be made to improve the behaviour of the employee by correcting him through education, counselling, persuasion and coutioning. However, if all the efforts to improve the employee fail, the Supervisor/Man-ager should never hesitate to reprimand the employee and, if the misconduct is serious or has been repeated, to report the matter to the superiors for appropriate disciplinary action. GUIDELINES FOR DISCIPLINARY PROCEDURE V OLUME -I 96 Policy Manual CHAPTER-2 ACTS OF MISCONDUCT...
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...Discipline is a tool used to correct and mold the practices of employees to help them perform better so they conform to acceptable standards. However, discipline in the workplace has more than one purpose. Employers develop and implement disciplinary and corrective-action policies for a variety of reasons, ranging from instructing proper workplace processes to deciding who gets promoted from within. It goes without saying that disciplinary actions should be taken only for justifiable reasons, and that employees should be treated fairly and consistently. Disciplinary review and corrective-action policies provide workplace structure. They establish guidelines for employee performance and behavior and add an essential component to the overall management system. Disciplinary review and corrective action enforce workplace guidelines contained in employee handbooks, standard operating procedures and employment agreements. Outlining workplace policies is not enough; management must consistently discipline employees who fail to adhere to them. Disciplinary review also helps identify toxic behavior in the workplace. Employees who disregard policies and procedures are subject to various disciplinary measures. Ultimately, an employer’s disciplinary policy helps justify actions to remove toxic behavior from the workplace, such as suspension or termination. Discipline helps employees improve their performance. In some cases, employees are unaware of behavior and actions that prevent them from...
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...Dillon v. Champion Jogbra HRM 510: Business Employment Law Dr. Moore June 12, 2011 Employers that do not follow their disciplinary policies, and related procedures, may get sued for breach of contract or wrongful discharge. Courts have ruled that disciplinary policies can be contracts, even when employers include at-will statements in them, if the policies contain provisions promising that the employer will follow specific disciplinary procedures. So, in Dillon v. Champion Jogbra, Inc., the Vermont Supreme Court found the disclaimer printed in an employee manual was in conflict with the employer's elaborate discipline and discharge system, which the employer said would be carried out in a fair and consistent manner. The Court ruled that the employer was sending mixed messages to employees about their status. Accordingly, it allowed a terminated employee to pursue her breach of implied contract claim since the employer had apparently adhered to these procedures in almost all other cases. Thus, your disciplinary policy should include "at-will" language stating that the policy is only a guideline, that management reserves the right to exercise its discretion in implementing it, and that you retain the right to discharge employees immediately. This case highlights the care that employers should take with the design of employee handbooks. Even where a handbook contains a prominent disclaimer stating that it does not establish any contract rights, an employer must be careful...
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...Network Security: Policies and Guidelines for Effective Network Management Jonathan Gana KOLO, Umar Suleiman DAUDA Department of Electrical and Computer Engineering, Federal University of Technology, Minna, Nigeria. jgkolo@gmail.com, usdauda@gmail.com Abstract Network security and management in Information and Communication Technology (ICT) is the ability to maintain the integrity of a system or network, its data and its immediate environment. The various innovations and uses to which networks are being put are growing by the day and hence are becoming complex and invariably more difficult to manage by the day. Computers are found in every business such as banking, insurance, hospital, education, manufacturing, etc. The widespread use of these systems implies crime and insecurity on a global scale. In addition, the tremendous benefits brought about by Internet have also widened the scope of crime and insecurity at an alarming rate. Also, ICT has fast become a primary differentiator for institution/organization leaders as it offers effective and convenient means of interaction with each other across the globe. This upsurge in the population of organizations depending on ICT for business transaction has brought with it a growing number of security threats and attacks on poorly managed and secured networks primarily to steal personal data, particularly financial information and password. This paper therefore proposes some policies and guidelines that should be followed by network...
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...Disciplinary process The Group has a separate document The Group disciplinary proceedings is applied progressively and the standard of procedure does not infringe on the employee or employer’s right to fair, lawful approach and rules are reasonable. It has appeared to be reasonable when dealing with both organisation formal and informal disciplinary proceedings ,clearly distinguish serious from lesser offences which are in line with the code of good practise as well as imposed penalties including the sanctions for FAIS registered employees and the consistency in the application, Having regard to the circumstances of the case, the Group reserves the right to impose a lesser or harsher sanction at its discretion However it lacks providing awareness especially the lower levels employees who has a culture of waiting for the management to inform and/or direct such employees to important work related information as the group awareness policy practise is for all employees to read through the disciplinary policy in their personal time but required to log onto the internal system ESS Employee porta for the acknowledgement of the policy for audit purposes .This practise excludes the importance of employees ‘s understanding of the contents which may impose a risk for the organi Disciplinary action will be considered in all cases where management becomes aware of an act of misconduct. Where the eventual outcome could be a final written warning or dismissal, the nature of the offence...
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...Problems with employees may arise from time to time in even the best-run business so discipline consideration should be enforced and punishment should be given to those who are perceived to have broken them (Edward, 2000:319).The statutory legislation to perform a rules for employees to maintain the order of the at their workplace, so the employee is bounded to obey the discipline imposed at his workplace, thus being created a specific subordination between the employer and his employees (Vieriu,2009). Every company must establish a discipline procedure because it can produce a controlled performance between employer and employee as a guidance of their own talent and resources (Torrington, Hall, and Taylor, 2002, p.528). ACAS disciplinary procedure is the one rule that help and encourage all workers to achieve and maintain standards of conduct, attendance and job performance to ensure consistent and fair treatment between employer and employees. Extract from (Disciplinary rules and procedures, 2004, para.60), a good disciplinary procedure should: * Be put in writing and tell employees what mistake they do. * Say to whom they apply and note them orally especially those difficult in langue problem. * All the issue will deal without undue delay and promptly. * All relevant information will be kept as confidential. * Explain to employees what disciplinary action might be taken and let them know about the authority disciplinary action decision will be act by...
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...Ethics Program Company X Part A – Standards and Procedures Dress Code Policy for Company X First impressions are significant to our customer relations. Customers will often form an opinion of the Company by appearance of those providing services, and a favorable appearance is required of every employee of Company X. A professional appearance includes but is not limited to grooming and dress. To maintain the Company’s reputation and image, the Company has established these guidelines. It is also important to note that anytime employees are representing the Company, they should follow the policy regarding appearance even when those times may fall outside of regular business hours. All employees are encouraged to keep a copy of this policy and refer to it as necessary. Failure to comply with this policy may result in disciplinary action up to and including termination. Changes to this policy may occur at the discretion of the CEO. Under Title VII of the Civil Rights Act, employers may determine a dress code policy that differentiates between men and women based on society’s generally accepted principles of what is considered standard dress. The Company has provided guidelines for both male and female employees to reduce ambiguity and personal interpretations of the policy. Male Employees: • Med should wear a button up, collared shirt with tie and slacks. Men should also consider wearing a dress jacket when attending meetings, closing loans, attending...
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...must adhere to strict guidelines concerning the appropriate use of this information resource. Users who violate the provisions outlined in this document are subject to disciplinary action up to and including termination. In addition, any inappropriate use that involves a criminal offense will result in legal action. All users are required to acknowledge receipt and understanding of guidelines contained in this document. Purpose: To define policies and procedures for access to the Internet through the Company network infrastructure. Scope: This policy applies to all personnel with access to Internet and related services through the Company network infrastructure. Internet Related services include all services provided with the TCP/IP protocol, including but not limited to Electronic Mail (e-mail), File Transfer Protocol (FTP), Gopher, and World Wide Web (WWW) access. Procedure: 1. ACCEPTABLE USE 1. Access to the Internet is specifically limited to activities in direct support of official Company business. 2. In addition to access in support of specific work related duties, the Company Internet connection may be used for educational and research purposes. 3. If any user has a question of what constitutes acceptable use he/she should check with their supervisor for additional guidance. Management or supervisory personnel shall consult with the Information Services Manager for clarification of these guidelines. 2. INAPPROPRIATE...
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...Scenario I Jennifer, a recent graduate was hired to work at my accounting firm. Before Jennifer was hired, she was required to take an aptitude, knowledge and skill test. An aptitude test can measure an employee's ability to reason, think logically, visualize in three dimensions and understand the principles of machinery. An aptitude test helps the employer determine which employees will have the aptitude to learn the specifics of a job. A knowledge test can measure the level of skills the employee has for a particular position in a company. Skill testing is used to determine a candidate's mechanical or assembly abilities (eHow 1999). Jennifer scored high on all tests. Because Jennifer scored high on all test, it was believed, Jennifer was a great candidate for the job. The Company has a guideline that states “appropriate measures for correcting performance problems are coaching, outlining specific steps for improvement and probations. Termination for performance issues occurs only after the employee has been given opportunity and the support necessary for improvement”. After a few weeks on the job, Jennifer had problems being able to perform her job efficiently and effectively. Jennifer was offered computer training classes to help her improve her skills. Jennifer had weekly coaching sessions with her supervisor concerning her performance issues. The coaching sessions were documented in Jennifer’s file to show where she had been coached on her performance. Jennifer refused...
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...4. Confidentiality……………………………………………………. 2. RECRUITMENT AND SELECTION POLICY 1. Introduction………………………………………………………. 2. Objectives………………………………………………………… 3. Recruitment Authorisation Procedure……………………………. 4. Newly Created or Restructured Positions 5. Employment Procedure…………………………………………… 6. Employment Interview Panel……………………………………... 7. Age………………………………………………………………... 8. Appointment………………………………………………………. 9. Personal Data……………………………………………………… 10. Staff Transfer……………………………………………………… 11. Induction………………………………………………………….. 3. PERFORMANCE MANAGEMENT POLICY 1. Introduction……………………………………………………….. 2. Objectives…………………………………………………………. 3. Responsibilities of Manager/Supervisors…………………………. 4. The Performance Management Process 3.4.1 Performance Planning ……………………………………… 3.4.2 Monitoring..………………………………………………….. 3.4.3 Performance Summary……………………………………… 3.4.4 Recognition………………………………………………….. 4. TRAINING AND DEVELOPMENT POLICY 4.1 Introduction………………………………………………………….. 4.2 Objectives…………………………………………………………… 4.3 Process and Criteria…………………………………………………. 5. LEAVE POLICY 6. DICIPLINARY CODE 1. Introduction………………………………………………………….. 2. Procedure and Documentation………………………………………. 3. Special Cases………………………………………………………… 4. Classification of Offences 6.4.1 Absenteeism………………………………………………… 6.4.2 Offences related to Control...
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...be a mutually satisfying one. Company X aims to provide a positive, open work environment in which all employees can thrive. To translate our commitment to action, the following principles will guide our actions and dictate our management practices. We recognize these principles as the standards we all share and that we should mutually accept. Section A: Standards and Procedures 1. Conflicts of Interest All employees must make appropriate business judgments and actions based upon the best interests here at Company X. All employees must abstain from using personal circumstances such as investments, association, and relationships that conflict or appear to conflict with the interests within the company. It is mandatory that each employee perform duties with great integrity, and not involve any activities that could devastate our reputation. 2. Health, Safety, and Security We are dedicated to manage the highest guidelines for our customers and all employees who conduct business within each of our establishments. This can be supported by being aware of the rules and laws for healthy and safety regulations that apply for the company, which will be posted and updated when necessary. It is the employee’s obligation to immediately report all accidents, injuries or unsafe procedures or conditions to your manager. 3. Gifts, Kickbacks and Loans Employees must be cautious that their behavior cannot reasonably be translated as a loan, bribe or other inappropriate...
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...amount of $10 dollars, which may not even be considered as theft, as the employee discounts were permitted in other areas of the store. I believe that a minimum amount of theft under which a due warning is given before dismissal would save the store prohibitive costs to fire and hire a replacement, and it could also serve as a correctional measure. Nonetheless, Fierro was also guilty of counterfeiting signatures, for which action a different disciplinary measure should be instated. I believe that the zero-tollerance policy is not cost effective in that it may eliminate employees for minor losses, transgressions which may be corrected by milder disciplinary action, and thus save costs for re-hiring. Question 2: I don’t believe that the anti-harassment policy and complaint procedure qualify for internal controls, as they are just procedures and guidelines for preventing harassment and racial discrimination within the company, but they don’t involve the members of the organization and do not constitute of a process, but merely of guidelines. COSO defines internal control as “a process, effected by an entity’s board of directors, management and other personnel. This process is designed to provide reasonable assurance regarding the achievement of objectives in effectiveness and efficiency of operations, reliability of financial reporting, and compliance with applicable laws and regulations.” Moreover, an internal control is not merely documented by policy manuals and forms. Rather...
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...workplace The legal aspects and organisational policies relating to discipline in the workplace The most important pieces of legislation governing discipline at work are found here: • The Employment Act 2008 • The Employment Tribunals (constitutional and Rules of Procedure) (Amendment) Regulations 2008 Also the ACAS code of practice on disciplinary and grievance procedures is very important to follow for good practice, although not legally binding. Other pieces of legislation that refer to disciplinary issues include: • Employment Rights Act 1996 as amended • Employment Rights Dispute Resolution Act 1998 • Employment Relations Act 1999 • Employment Rights Act 2004 These pieces of legislation...
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...In the study of law and economics, an employee-at-will can be terminated at any time for any reason or no reason without incurring any legal liability however, with a few exceptions and the protections afforded by federal law. Likewise, the employee-at-will doctrine is equally applied allowing an employee to leave a job at any time without reason and with no adverse consequences. To mitigate some of the harsh consequences associated with the employee-at-will doctrine, some common law exceptions were put in place: public policy exception, implied contract exception, and covenant-of-good-faith and fair dealing exception. Public policy exception protects against wrongful discharge inconsistent with state policy, implied contract exception occurs...
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...objective objective objective 3 Identify and explain the privacy 4 Explain the process of responsibilities. employment at will, wrongful discharge, implied contract, and constructive discharge. rights of employees. establishing disciplinary policies, including the proper implementation of 5 objective objective 2 Explain the concepts of employee rights and employer 6 Differentiate between the objective objective 1 Explain the concepts of Discuss the meaning of 7 Identify the different types of objective After studying this chapter, you should be able to 8 Discuss the role of ethics in discipline and how to investigate a disciplinary problem. two approaches to disciplinary action. alternative dispute resolution procedures. the management of human resources. organizational rules. PART 5 Enhancing Employee-Management Relations Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western 549 550 PART 5 Enhancing Employee-Management Relations n this chapter we discuss employee rights, workplace privacy, and employee discipline. Managers note that these topics have a major influence on the activities of both employees and supervisors. Robert J. Deeny, an employment attorney, has stated that employee rights and workplace privacy will “continue to be the hottest employment law topics into the twenty-first century.”1 For example, while drug...
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