One:Discuss the relationship between the concepts of employee relations and performance management. Include in your response the following:

• The impact of employee issues on individual and organizational performance. Discuss at least one example.
• The difference between performance issues and conduct issues and how to ethically and effectively handle each situation, including terminations.
• How workplace privacy, health, and safety issues can impact employee performance and behavior. Discuss at least one example.

please provide the references for the sources of the information you used

Two: Application

Read the Module 5 Case and in-depth scenario 1. After reviewing the module material, answer the following taken from the module:

A) Is allowing some employees to work from home "unfair" to other employees who do not work from home? Why or why not? How will you handle potential conflicts between employees over this issue?

B) Assuming some employees will be allowed to work from home, how will HSS determine which employees will be allowed to work from home? How will you manage the performance of employees who work from home?

C) Write a brief memo (1-2 paragraphs) to the board of directors, either justifying the expansion of telecommuting for software developers at HSS or stating why telecommuting should not be allowed for software developers at HSS. In the memo, include some discussion of why it is important to have a clear policy on this issue.

Be sure to provide the references for the sources of the information you used including the material that i provideded

Reading 1

Managing Employment Relationships Businesses are significant social institutions in our society. While having satisfied employees does not necessarily make organizations more productive, it does contribute to lower turnover rates and greater customer satisfaction, contributing to greater profits. Managing the relationships between the employee and the employer is a critical function in a successful organization. An organization can be fair and equitable in its treatment of employees but still have problems with employees if there is a perception that the organization is unfair and/or inequitable. Managing the perception of employees is as important as the reality of the treatment of employees. This means that open and clear communications with employees is one of the most important factors in managing employee relationships. Three major concepts must be taken into consideration when dealing with employees. These concepts are equality, fairness, and justice: 1. Equality is treating every employee in the same way. 2. Fairness is treating employees in a way that is appropriate for the employee's situation. 3. Justice is the perception that the treatment of employees fits with society's expectations. It is easier to treat all employees the same (equally) than it is to treat all employees fairly. Equality is easier to measure than fairness. If everyone is given the same raise when some employees have worked hard, and other employees have hardly worked, the equal raise may be seen as unfair. On the other hand, a raise that may be given to some employees, and not to other employees, is unequal and may be perceived as unfair by some employees. The best way to deal with this perception of unfairness is through open communication as to why different employees are being treated differently. Justice deals with the processes of administering fair policies in an organization. Justice can be distributive or procedural. Distributive justice determines who gets what in an organization. Procedural justice is the process of deciding who gets what in an organization. Organizations are often held to procedural standards by the courts without regard to the actual distribution of resources. Organizations cannot legally violate a person's basic civil rights. For example, an organization cannot lock someone in their workplace and not allow them to leave; or an organization cannot require a person to commit illegal acts. The leaders of organizations and the organizations themselves are subject to legal sanctions for any actions that violate an employee's rights. There are several trends in employment in organizations that may raise fairness issues among employees. The use of part-time and temporary workers often creates two classes of workers in an organization: (1) long-term, full-time employees, and (2) short-term, temporary or part-time employees. The shorter-term employees often do tasks that are as important, or more important, than the longer-term employees, but they receive less compensation (especially fewer benefits). Flexible work schedules provide an opportunity for employees to fit the organization to their personal needs. Flexible schedules may bring about some feelings of unfairness among employees, however, if the flexible work schedules are not distributed fairly, or if the process for determining who has what schedule is seen as unfair. Sexual harassment is, legally, an EEO issue but is also an unfair and unjust situation for the victims of sexual harassment. It is also important to be aware of the paranoia that some males feel about the possibility of being unfairly accused of sexual harassment. Whistleblowing is an internal or external effort by an employee to expose unethical or illegal actions that are witnessed in an organization. With the threat of serious negative consequences for whistleblowers, protections have been developed in an effort to be fair to whistleblowers and to encourage whistleblowing. Privacy issues are concerned with the rights of employees to prevent distribution or disclosure of their employment records and the obligations of organizations to cooperate with governmental anti-terrorism efforts. While there have been some changes to privacy rights of employees in recent years, it is still an ethical obligation of human resource professionals and managers to protect the privacy of information about individuals, within the law. A good manager is not only aware of being fair and just, but is also aware of the perceptions that employees have about whether the manager is being fair and just. If there is a possibility that some action will be interpreted as unfair, good managers make sure that they communicate the reasons for their actions so that those actions are interpreted as being fair. Employee handbooks define the policies and procedures for handling an organization's relations with employees. Even with statements that the employee handbook is not an explicit or implicit contract, the courts will usually interpret the employee handbook as an agreement between employer and employee. The employee handbook can be an important tool for communicating expectations and processes to employees. Well-written employee handbooks save both the employer and employee numerous legal problems. Employment at will enables both employees and employers to terminate the employment without warning, but only if no employment contract exists. Employment at will is a much weaker concept today than it was in the past because today, most employment involves a contract or a collective bargaining agreement that supersedes employment at will. Disciplinary actions should be spelled out in the employee handbook and should be as uniform as possible across all levels of the organization to avoid any perception of unfairness. Discipline is designed to bring about better behavior or actions in the future. The reasons for discipline should always be clearly defined so the person or persons being disciplined know how to behave better in the future. Progressive discipline should be used when possible by increasing the seriousness of the consequences if the unwanted behavior is repeated. The key element in managing employment relationships is to make certain that the organization's actions are fair and just. An employer's actions may be fair and just but sometimes may not be perceived as such by the employees. Communicating the reasons for any employer/employee action is vital in helping employees perceive the reasons for the action as fair

Reading 2

Workplace Health and Safety It is an employer's responsibility to provide a healthy and safe environment for its employees. If the work environment in an organization is unsafe, the employer risks losing some of its greatest resources its employees. An employer also has an obligation to provide a healthy and safe work environment because society expects employers to protect their employees from harm while the employees are working. Many laws and regulations deal with the employer's obligation to have a healthy and safe work environment. If an employer does not provide that safe environment, employees may sue the employer, or the employer may be investigated and shut down, fined, or prosecuted by a government agency. Major Laws Related to Workplace Health and Safety Workers' compensation is required of all employers. Employers pay into an insurance fund that may be state-sponsored or private. When employees are injured on the job, they can have their medical expenses and a portion of their lost pay covered by this insurance, regardless of who was at fault. Workers' compensation can be expensive (this author paid more than $1,800 a year for the equivalent of three full-time retail employees when he owned a business). If the safety record of the business is poor or the business is of a high-risk nature, the rates for workers' compensation insurance will be higher. Workers' compensation programs are required but vary considerably from state to state. The Occupational Safety and Health Administration (OSHA) oversees the health and safety of workplaces in the United States. OSHA develops standards for workplace safety and enforces those standards, as well as any other standards that an employer should know are needed to provide a safe workplace. OSHA requires employers with 11 or more employees to keep records of occupational injuries or illness. Whenever a workday is lost, or a person is obviously seriously injured, it must be recorded. OSHA has the right to inspect a workplace and provides consultation and training to help organizations provide a safe workplace. Ways to Encourage Workplace Safety Factors that affect safety in the workplace are: personnel selection employee awareness training workplace behavior incentives clear communication of safety rules listening to employee safety concerns Personnel selection can have a significant effect on workplace safety. Although an employer cannot require a physical exam of a prospective employee until it has extended an offer of employment, the employer can legally withdraw the offer if the prospective employee fails the physical exam. An employee's physical condition may have a serious effect on workplace safety. It is unsafe to employ someone who may faint while operating dangerous machinery or to rely on someone who has a bad back to share the lifting of heavy objects. It is also an important safety issue to hire people who have the skills and certifications to carry out the tasks that the employee must perform. For example, you would not want a driver hauling hazardous materials who did not know how to haul those materials safely. Making employees aware of their workplace and surroundings is essential to workplace safety. Placards and signs can make employees aware of potential safety hazards. Periodic training on safety issues also may help keep employees aware of potential safety hazards. The best safety program, however, is to foster a culture in the organization that makes everyone in the organization safety-conscious. Training programs can be related directly to safety issues or related to how to do specific jobs better. Training programs on safety issues may involve simple things such as how to lift objects and how to safely work at a computer all day without getting repetitive-task injuries. These training programs may also lead to a reduction in workers' compensation insurance rates. Specific job-related training programs help the employees know how to operate equipment or interact with clients or other employees safely. Some behaviors in the workplace may seem innocent but may lead to safety hazards or injury. If employees are "horsing around" in close proximity to potentially dangerous equipment or substances, it presents a safety hazard. Managers have a responsibility to monitor employee behavior to ensure that employees are behaving in a safe manner at all times. Incentives can provide the impetus needed to make employees aware of their own safe or unsafe behavior and can be individual or group in nature. Individual incentives may provide rewards for good driving records, years without an injury, development of safety programs, or any other behavior that promotes safety. Group rewards may be provided for the best safety record among divisions, groups, or teams. This can create a competitive environment in which everyone in the group or team helps everyone else to be aware of safety considerations. Setting definite safety rules and clearly communicating those rules to employees can help them be safer. Managers can communicate safety rules by posting them in places where employees will see and read them. The safety rules may also be part of employee handbooks. Managers can play a major role in reminding employees of the safety rules, and these rules may be conveyed to employees in safety training sessions. If an employee expresses safety concerns, it is important that management acts upon those concerns. Listening to employees is the best way to become aware of potential safety problems. If employees complain about safety issues and the managers do nothing about those issues, those managers may be held criminally liable if someone is injured. Health and Safety Issues Drugs cause safety concerns because of the inattentiveness they may cause among employees. When there is a transportation accident, the driver, engineer, or pilot is required to undergo a drug test. Many accidents are caused by the use of drugs (including alcohol). Prospective employees can be required to undergo drug testing after they are offered a job. If they fail the drug test, the job offer can legally be withdrawn. Employees can be required to undergo drug tests if there is cause to believe that they are using drugs or if the tests are done in a way that all the employees or a truly random sample are given the test. Secondhand smoke in the workplace has been proven to cause health problems in nonsmokers. Many states have laws that prohibit people from smoking where others may be exposed to their smoke. There are also secondary issues with smoking, such as increased health insurance costs for everyone in the organization, greater expense for remodeling facilities, and, potentially, more frequent breaks for smokers to smoke. A smoking area must be either be indoors, in an area where the ventilation system is separate from other areas in the building, or outdoors, where the smoke will not affect other people Violence in the workplace is more common than most people seem to think. Almost half of all employees experience violence in the workplace in a given year. This violence can be from other employees or from clients or customers. Some of the violence can be avoided by carefully screening employees before hiring them. Running a criminal-record check may help employers determine if someone has violent tendencies and is required in many states for some employees, such as child care workers. Being aware of stress levels and potential conflicts between employees will help managers control violence in the workplace. Stress in the workplace can be reduced by providing clear directions and then letting employees have the autonomy to do their job. People under stress are inattentive and more susceptible to injury or illness. Support of others in the workplace, especially when things aren't going well, can help employees feel that people at work do care and help alleviate the alienation that often comes from stress. Providing opportunities for exercise and allowing employees to have times when they can relax (short naps may increase creativity and productivity) can help with stress. Programs such as child care and flexible schedules may help to alleviate stress. Stress can be a great motivator, but it can also lead an employee to burnout, to become unproductive, or even to leave the organization. Two programs that help to deal with health and safety issues in organizations are Employee Assistance Programs (EAPs) and wellness programs. EAPs are designed to provide employees with help for personal problems. These programs emphasize counseling for problems such as substance abuse, stress management, anger management, marital counseling, family counseling, and depression. Organizations usually contract with a local mental health facility for their EAP programs. Wellness programs are designed to educate people as to how to lead a healthier life and prevent health problems. Wellness programs often provide access to physical fitness facilities and to health evaluation and education programs. Included in wellness programs are smoking-cessation classes, healthy eating education, physical evaluations, lifestyle evaluations, and so on. Organizations often hire a nurse or other health care professional to run wellness programs. Both EAPs and wellness programs are usually cost-effective. They can pay for themselves with lower health insurance premiums and with less employee absenteeism. It also appears that these programs may help to increase productivity. An organization cannot exist without healthy employees. The healthier and safer employees are, the more productive and loyal they are. Being aware of employee health and safety also helps to avoid possible lawsuits and may also avoid criminal prosecutions. Having programs that promote health and safety in the workplace is good business practice and, in the long run, is also essential to having a successful organization

Case for Module 5

Fairness and equity are on your mind today. As the vice president of human resources for Human Solutions Software (HSS), you have seen fast growth take place since you started working for HSS 10 months ago. You now have two new human resource generalists working for you. Over the last couple of months, it has taken a great deal of your time to train them, but they are now getting to the point where they can take care of many of the day-to-day details that used to keep you busy. This has given you time to think about some major projects you have wanted to undertake before but did not have the time to work on until now. One project you want to undertake is to put all of the piecemeal employer/employee policies into an employee handbook and add more policies that you feel are legally necessary. This handbook will be important from a legal standpoint to show that employees have been informed about the various policies, and it will also define the processes employees must follow if they have a grievance. To date your tenure at HSS has largely been spent dealing with crises and educating the founders about the possibilities for and responsibilities of human resources at HSS. You now feel that you have gained enough of the founders' confidence to be more proactive in eliminating problems and areas of dissatisfaction for the employees at HSS. Your goal is to help make the policies at HSS fairer and more equitable. In-Depth Scenario 1 Because of the nature of their work, many of the software developers could do most of their tasks from home. You had started to work on a program to allow the software developers to do some of their work from home before the previous head of software development was fired, but now the acting head of software development is against allowing any of the software developers to work from home. There are two software developers who telecommute now. One just had a baby and wants to be home with the baby for the first few months. The other has a mother with Alzheimer's disease, and he is her primary caregiver. Both of these software developers come into the office occasionally for meetings and when there is a need to interact face-to-face with other software developers, but there is often a week or two between their visits. The acting head of software development is worried that the other software developers will feel that it is "unfair" for these two to stay home and "work in their pajamas" while all the other software developers have to come to work on time every day. The acting head of software development is also concerned about having control over what software developers working from home will be doing while they are supposed to be working. You are hoping to recruit highly qualified software developers from around the country to work for HSS because they can do so remotely. You are also aware of the savings that can be realized if some of the employees at HSS work from home because HSS will not have to provide facilities, equipment, parking, and so forth for the employees who telecommute. The acting head of software development has approached you about whether he can require the two telecommuting employees to stop telecommuting and work only in their cubicles at HSS.

How will you advise him? A) Is allowing some employees to work from home "unfair" to other employees who do not work from home? Why or why not? How will you handle potential conflicts between employees over this issue? B) Assuming some employees will be allowed to work from home, how will HSS determine which employees will be allowed to work from home? How will you manage the performance of employees who work from home? C) Write a brief memo (1 - 2 paragraphs) to the board of directors, either justifying the expansion of telecommuting for software developers at HSS or stating why telecommuting should not be allowed for software developers at HSS. In your memo, include some discussion of why it is important to have a clear policy on this issue.

https://www.thebalancecareers.com/what-causes-employment-termination-1918275

https://www.thebalancecareers.com/what-is-wrongful-termination-of-employment-1918296

https://www.thebalancecareers.com/what-progressive-discipline-1918092

https://courses.lumenlearning.com/wm-humanresourcesmgmt/chapter/conflict-resolution-at-work/