BUS 2176 Personnel and Organization Policy

7 Oct No Comments

Name

American InterContential University

Personnel and Organization Policy

Thomas Gilbertson

Seeing that there was an open position for a new Human Resources Manager for, Acme Manufacturing a Fortune 1,000 company was a bit difficult to consider taking. The job position itself has been vacant for six months now, realizing this the question arising as to why is has it been open for so long. Conduction an extensive background research on the open position which lead to the discovery of the employee harassment incidents and fights recently published in online news feeds and news stations, even with all this information applying for the company was a risk well taken.

Seeing that there was an open position for a new Human Resources Manager for, Acme Manufacturing a Fortune 1,000 company was a bit difficult to consider taking. The job position itself has been vacant for six months now, realizing this the question arising as to why is has it been open for so long. Conduction an extensive background research on the open position which lead to the discovery of the employee harassment incidents and fights recently published in online news feeds and news stations, even with all this information applying for the company was a risk well taken. Within a few days, the General Manager (GM) calls to set up an interview, when arriving he is quick to notice the appointment and seams glad to put a face to the name. He shuts the door after saying a quick word of welcome, and begins to explain about an incident that happened last week that needs Human Resources Managers(HR) immediate attention. The company’s manufacturing operations runs three shifts of production workers so the plant is operating 24/7.

Over the past six months’ hostilities have arisen between employees on the third and first shifts. What started out as jeering and criticisms by the first shift, claiming they must clean up the mess and complete all the work left undone by the third shift, has escalated to physical confrontations and altercations. Although the GM said that aggressive bantering back-and-forth is common for shift workers in manufacturing, he admitted he was worried after seeing a gun on one of the employees last week that was concealed, or so the employee thought, in a shoulder holster under this jacket. The GM said he ask for a helping hand from Human Resource Manager , be specifically he asked that that HR be able to determine and explain the appropriate disciplinary action for the employees involved in this situation and identify motivational alternatives that can help turn the situation around; Draft policies and procedures that could be used in the guidance and performance management of the shift workers; and develop performance standards for the shift workers, identify appropriate methods of performance appraisal, and develop appropriate training to help get them back on track.

Feeling overwhelmed by the enormity of the situation, and returning to the HR office and begin devising a plan to help get employee relations back on track, realizing that human resource policies and practices may help avert potentially dangerous situations in the future if implemented correctly. Following the GM’s concerns in Determining and explain the appropriate disciplinary action for the employees involved in this situation and identify motivational alternatives that can help turn the situation around. Looking at the Acme Manufacturing Policy Description explains and shows the expectation that all employees will conduct themselves according to generally accepted standards of conduct and performance. When employees do not meet these standards, it is the supervisor’s responsibility to act in a timely manner and initiate a program of disciplinary steps to address the problem. Examples of situations which may require the supervisor to take immediate action include, but are not limited to, fighting in the workplace, theft, refusal to perform work, excessive absenteeism or chronic tardiness.

The overall policy shows the principles and the procedures that are taken in the system of the progressive discipline which was set in place to allow all employees to be fully ensured that everyone is treated constantly and as fair as possible throughout the company. The policy also has a disciplinary program that consist of four of the most major purposes that are set in place to ensure that the employee or employees know what the problem is and how to go about fixing it in a proper professional manner. The following are the company’s Disciplinary program four major points.

To make sure that the employee in question is made fully aware of what the problem at hand is

To make sure that there is a fully open flow of communication from the supervisor’s expectations are to be able to for the employees to correct the initial problem

To provide the appropriate and effect penalties for improper work conduct for the employee or employees in question

To provide a record of the corrective actions that were taken by the Human Resources Manager as well as by all supervisors in the correction of the problems that occurred with an employee or employees

When approaching the GM’s concerns to draft policies and procedures that could be used in the guidance and performance management of the shift workers; the company has policy’s that were set in place but seemed as if they were not being actively used within the shifts that are currently experiencing physical confrontations and altercations. The direct need for the policy’s to be used and enforced daily is when the situation escalated to the point that supervisors saw a gun on one of the employees last week that was concealed, or so the employee thought, in a shoulder holster under this jacket. Looking at the establish policy’s set by and for the company the decision to flow the nine steps in constructing a successful in creating a draft in policy development and deployment. The first step is to establish need for a policy, rather it be that the employees are being or are involved in harassment incidents and or engaging or encouraging fights. The second step would be to develop the policy content, which would be the four major purposes those being (1) To make sure that the employee in question is made fully aware of what the problem at hand is. (2) To make sure that there is a fully open flow of communication from the supervisor’s expectations are to be able to for the employees to correct the initial problem. (3) To provide the appropriate and effect penalties for improper work conduct for the employee or employees in question. (4) To provide a record of the corrective actions that were taken by the Human Resources Manager as well as by all supervisors in the correction of the problems that occurred with an employee or employees. The third step and fourth step would be to draft the policy that can be put on paper and posted in a place where all the company’s employees can see it every day as a reminder of the code of conduct and as a reference when problems arise. The fifth and sixth steps would be to have the policies reviewed by the Company’s CEO’S and Board of Directors allowing them to suggest changes which could lead to the approval of the policy’s. The eighth and ninth step would be to make any changes that were suggested from the CEO’S or Board Members. With that done and out of the way there needs to be clear and effective communication of changes to the policy are made known and are displayed for future reference.

In addition, the develop performance standards for the shift workers, can be identify appropriate methods of performance appraisal, and develop appropriate training to help get the employees back on track. The expatiations of all shifts are clearly posted in break rooms and are constantly being in forced by superiors on the shift in question. Employees that are meeting the performance standards of the company are given verbal appraisal or even given gift cards to restaurants and grocery stores. This is the company’s way of recognizing those employees that meet the company’s standards or go above and beyond them. Each employee on any shift is made aware of all the responsibility’s or duties that are required and should be completed by those employees that are assigned to work that shift. These responsibility’s or duties are not to fall on other employees that may work the next incoming shift as it will prevent these said employees from completing any task that their initial shift may have. According to the companies’ policies and procedures there should be no cause for the incidents that have accrued with employees at Acme Manufacturing.

Concluding that the over the past six months’ hostilities have arisen between employees on the third and first shifts. What started out as jeering and criticisms by the first shift, claiming they must clean up the mess and complete all the work left undone by the third shift, has escalated to physical confrontations and altercations. Looking at the Acme Manufacturing Policy Description explains and shows the expectation that all employees will conduct themselves according to generally accepted standards of conduct and performance. With those policies in place and further explained and put in to action allowed Human Resources Management and the companies supervisors to determine and explain the appropriate disciplinary action for the employees involved in this situation and identify motivational alternatives that can help turn the situation around; Drafted policies and procedures that could be used in the guidance and performance management of the shift workers; and develop performance standards for the shift workers, identify appropriate methods of performance appraisal, and develop appropriate training to help get them back on track.

References

Council, H. (2017, March 5). HR Policies & Employment Legislation. Retrieved from HR Council: http://hrcouncil.ca/hr-toolkit/policies-guideline.cfm
Management, S. f. (2017, March 5). How to Establish a Performance Improvement Plan. Retrieved from Society for Human Resource Management: https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-guides/pages/performanceimprovementplan.aspx

University, P. (2017, March 5). Policy Section: Conditions of Employment. Retrieved from Human Resource Princeton University:https://www.princeton.edu/hr/policies/conditions/5.1/5.1.4/




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