Employee Relations

Table of Contents

Chapter 1: Defining the Supervisor's Job

Topics: Administrative vs. job-related duties; Performance evaluations; Orientation and training; Discipline; Job-related supervisory duties; Budget your time; Improving a difficult job; Symptoms of the supervisor in trouble

Learning Objectives:

• List the elements of the supervisor's administrative duties.
• Calculate workload.
• Explain why a strong preventive maintenance program is desirable.
• Calculate crew efficiency.
• Explain the values and uses of counseling, progressive discipline, and training.
• Calculate productivity.
• List the elements of the supervisor's job-related duties.

Chapter 2: Supervising Hourly Personnel

Topics: Working within the system; Personnel services; Promoting productivity; Evaluating crew members; Absenteeism; Leadership and motivation; Getting along with the union; Why things go wrong; The good side of the job; Communicating with crew members

Learning Objectives:

• Explain the importance of safety and comfort in the workplace.
• Explain the importance of further training both to crew members and in terms of increased productivity.
• Describe the effect that a supervisor's good attitude can have on crew members.
• Describe the effect that dishonesty, incompetence, or indifference has on crew members

Chapter 3: Becoming a Successful Leader

Topics: Encouraging employees; Positive leadership; Lead by example; Conduct for employment; Enforcing the rules; Leadership methods; Building a team; Motivating employees; When motivation fails; The supervisor's limits

Learning Objectives:

• Explain the need to encourage the full participation of employees and methods for obtaining this participation.
• Describe positive leadership style.
• Explain how a supervisor can win the respect of his or her employees.
• List several factors to consider when determining corrective action measures.
• Identify three different management styles.

Chapter 4: The Supervisor's Role in Employee Relations

Topics: The importance of good labor relations; Productivity is affected by relationships; Your role as supervisor; Group leaders; Your leadership style; Relations with a union; Functions of union and management; Responsibilities of union and management The grievance procedure; Managing with the union

Learning Objectives:

• Explain how good labor relations affect productivity.
• List several characteristics of a successful leader.
• Explain why it is important for a supervisor to be directly involved with employees.
• Give examples of different leadership styles.
• Identify the functions of labor unions and company management.
• Tell what to expect and what not to expect from union representatives.

Chapter 5: Responding to Interpersonal Problems

Topics: What is insubordination?; Refusal to comply with orders; Failure to follow directions; Threats, obscene language, and physical assault; Horseplay; Fighting

Learning Objectives:

• Define insubordination.
• Give examples of refusals to comply with orders and explain how to deal with such acts.
• Describe instances in which employees fail to follow directions, along with the appropriate corrective action.
• Explain how to deal with threats, obscene language, and physical assault.
• Explain how to deal with horseplay.
• Describe ways of dealing with fighting among employees.

Chapter 6: Taking Corrective Action

Topics: Handling personal misconduct; Objectives of corrective action; Backing up corrective action; Organize for consistent corrective action; Examples of misconduct; Your role viewed by third parties

Learning Objectives:

• List the steps of progressive discipline.
• Recognize the types of evidence that you should or should not use to support your corrective action measures.
• Explain how to deal with absenteeism and other forms of lost time.
• List the factors that must be considered when correcting employees who have damaged company property.
• List procedures for dealing with employees who are suspected of theft.
• Contrast the performance of substance abusers against the performance of other employees.
• Recognize the types of false statements workers might make.

Chapter 7: The Grievance Procedure

Topics: The purpose of the grievance procedure; Your responsibilities as a supervisor; Steps in the grievance procedure; Step One - your share; Step Two - your boss's share; Step Three - last chance prior to arbitration; Arbitration - the final step; Arbitrators and their selection; Preparation for arbitration; Avoiding problems leading to grievances

Learning Objectives:

• Explain a supervisor's responsibilities with regard to a grievance procedure.
• Describe the various steps involved in a grievance procedure.
• Explain the importance of a no-strike/no-lockout clause.
• Describe the processes used to select arbitrators.
• List ways a supervisor can help a company prepare for an arbitration hearing.
• Tell why it is important to rehearse testimony before a hearing.
• Discuss ways to avoid problems leading to grievances.

Chapter 8: Labor Law Basics

Topics: The supervisor and labor law; Equal employment opportunity; EEO and the supervisor; Labor/management legislation; The Wagner Act; The Taft-Hartley Act; The Landrum-Griffin Act; Unfair labor practices; Occupational Safety and Health Act; Additional acts

Learning Objectives:

• Explain the supervisor's responsibilities in relation to equal employment opportunity.
• Name the basic labor law of the United States and two Acts that amended it.
• List the functions of the National Labor Relations Board.
• Give examples of unfair labor practices.
• Explain how an unfair labor practice charge is handled.
• State an employer's basic responsibility under the Occupational Safety and Health Act.
• Explain what happens if an employer fails to comply with OSHA standards.

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