...Dalman and Lei can utilize the Bureaucratic Control Systems four steps; setting performance standards, measuring performance, comparing performance against the standards and determining deviations, and taking action to correct problems and reinforce successes to correct the deficiency in their employee handbook. Setting performance standards. Setting performance standards will be the backbone of Dalman and Lei’s control process. Dalman and Lei need to understand that if they do not take the time to create will defined standards then there newly born business will never be able to mature. Employees who do not have standards or “rules to live by” tend to lack the motivation to continually do the right thing and may cut corners on procedures and or bend policy. This can become toxic to an organization. On the contrary, according to Bateman & Snell (2013) “employees tend to be motivated by specific, measurable performance standards that are challenging and aim for improvement over past performance” (p.328). Employees who are given well defined standards will perform better than those who do not have well defined standards. Dalman and Lei owe a well-defined playbook to their team, especially their managers. I recommend Dalman and Lei take the time to research current issues that are not defined currently defined in their handbook with their managers and employees. Including employees in this process will help create buy in at all levels. Additionally I recommend they enlist the...
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...work MGT 434 Week 5 Team Assignment Employee Handbook Assignment you can find the review on following aspects: Employee Handbook Legal Consideration Addressing Performance Issues Ethical Considerations Access to Personnel Files Protection of Practice and Patient Information Identification Visitors/Meetings Monitoring: - Mail/E-Mail - Telephone/Voicemail - Internet Employment Practices Pre-Employment Physical and Drug Screen Pre-Employment Background Checks Conclusion References Business - Management Learning Team Assignment: Employee Handbook Assignment Prepare a 1,500-to 2,050-word document in which you create a representation of actual sections ( privacy, employee testing, ethics and performance evaluation s) of an employee handbook (private sector). Note. The handbook must be original student content and work. In addition to describing the company to which the employee handbook applies, also address the issues of privacy, employee testing, ethics and performance evaluation s in the global workplace. This assignment must include , but is not limited to, the following questions in drafting your handbook sections: What privacy rights issues must be addressed? What must the company’s position be in response to privacy rights issues? How do your privacy protections limit the company’s liability? How do your privacy protections enhance employee motivation and productivity? ...
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...| EMPLOYEE POLICYHANDBOOK | C O M M I T M E N T | | REVISED ON28 February 2016 | | | THE MANDLEY GROUP | TABLE OF CONTENTS I. WELCOME 3 POLICY CHANGES/EMPLOYMENT-AT-WILL/EEO & ADA 5 II. EMPLOYMENT POLICIES 5 EMPLOYEE BEHAVIOR EXPECTATIONS 5 DISCIPLINE POLICY 6 PENALITIES FOR SPECIFIC OFFENSES 7-9 SUSPENSIONS & INVESTIGATIONS 8-9 PERFORMANCE MANAGEMENT POLICY 9-10 PERFORMANCE REVIEW TEMPLATE 11-13 PERFORMANCE IMPROVEMENT TEMPLATE 14-16 RECEIPT OF EMPLOYEE HANDBOOK AGREEMENT & AT-WILL POLICY 17 WELCOME TO OUR ORGANIZATION Dear Employee: Welcome to our organization. We are pleased that you selected to serve the most deserving clients in the world. Your professional and personal contribution to our organization will make a difference. This employee policy handbook is not all inclusive and is designed to help you learn the basics about our organization and its policies. If you have any questions on the information provided, ask your immediate supervisor, or the Human Resources Office. We all must work together to maintain a highly productive and efficient organization and your commitment is required. If you have questions, ask. If you have concerns, voice them. If you have ideas, bring them forward. We are counting on you to make a difference. We sincerely...
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...be examined in detail are Policies and Procedures, the Employee Handbook and Kudler’s Human Resources Information System. Kudler Human Resources Policies and Procedures Equal to the value that Kudler Fine Foods places on customer satisfaction is that of employee satisfaction. A review of the Policies and Procedures of Kudler Fine Foods provides ample evidence that employees at all levels of the Kudler organization are valued. The simple fact that all employees in each store share in the opportunity for increased compensation based on individual store performance alone shows that the Kudler approach to making happy customers is to serve with dedicated and motivated employees. Below are the areas of interest in the Kudler Human Resource Policies and Procedures documentation. All information is from the Kudler Fine Foods – Policies & Procedures documentation (Apollo Group, Inc., 2006 c). • Recruitment o Entry level positions are generally hired from outside of the existing employee pool. o Methods of Recruitment: In store and existing employees, employee referrals, use of temporary agencies, online using Monster.com, newspaper and industry targeted advertisements and contact with food service programs at local colleges and universities. • Selection o Internal and External: As outlined above, entry level positions are hired from outside of the current employee pool. o For supervisory and management positions...
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...step control process, the first step would be to set performance standards. In this scenario Lei would first need to update the employee handbook. Updating the handbook would clearly set new employee standards. Lei would also need to make it mandated that every manager review the new updated version with their staff. Measuring performance is the next step. With this process Lei would need to sit down with the management team and conduct an evaluation on the employees. This would allow them to see who was upholding the rules and regulations in the handbook. This will lead to areas of opportunity and also areas of correction. Buy measuring the performance level this would give the team the ability to give recognition to those that deserve it. Step three is comparing the performance, this step will be challenging for the team. The team will need to evaluate the performance of the employees before the updated handbook. This will give the management team the ability to discuss what further changes need to be made. Also in the evaluation they will be able to evaluate the employees that did not need to make an adjustment with-in the new handbook. Step four is to take action to correct problems and reinforce successes. In my opinion this is the last and most critical step. The individual incorrectly imputed wrong working time, or time that they did not work. This can be handled in a number of ways. They can have the employee make up the hours, and not get paid for them. Another...
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...Company X Employee Handbook Thongsee K. Robbins (WGU Student #) Western Governors University Table of Contents Part A: Standard and Procedures…………………..…………………………………………………………Page 2 Purpose of this Handbook………………………………………………………………………...…. Page 2 Change of Policy…………………………………………………………………………………………. Page 2 Employment Forms……………………………………………………………………………………..Page 2 Dress Code Policy……………………………………………………………………………………….. Page 2 Part B: Training…………………………………………………………………………………………………….. Page 3 Frequency of trainings…………………………………………………………………………….…. Page 3 Specific content included in training program……………………………………………... Page 3 Duration of training program……………………………………………………….………….…. Page 3 Who will conduct/facilitate trainings? .................................................................................Page 3 How training(s) will be present to employees………………………………………….…...Page 3 Part C: Monitoring, Auditing & Reporting………………………………………………………………..Page 4 Monitoring employee misconduct……………………………………………………………….Page 4 Auditing employee misconduct……………………………………………………………………Page 4 Reporting employee misconduct…………………………………………………………………Page 4 Part D: Evaluate & Review the program after implementation………………………………….Page 5 Develop a plan……………………………………………………………………………………………..Page 5 Review and evaluate the effectiveness of ethics program………………………………Page 5 Suggestions to improve the ethics program after implementation……………...….Page...
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...Employee Handbook In this Employee Handbook, you will find our policies and procedures that are put in place to benefit both the employer and employee. The employee rules apply to all our employees and must be followed to maintain employment with the company. It will also cover the consequences and procedure that are in place to deal with any violations of the handbook. As with all things, we reserve the right to make changes as we see fit with proper notification to all employees. We may revise, add, or delete as necessary. If you need more information regarding anything in the handbook, please contact your Human Resource Manager. Privacy Rights Addressed Privacy will be honored on both the employer and the employee. All confidential material, such as your personnel file or payroll, will be kept private and only the necessary employees will have access. Any information that is released will be done on a need to know basis only. As an employee, it is your responsibility to maintain the privacy of our clients and any information you may receive throughout the workweek. You will also have information about our daily operations. These also are not to be shared with anyone. Depending on your position with our company, you may receive confidential information regarding other employees that is not to be shared with others. It is of highest importance that privacy is maintained during all aspects of work. Privacy Rights & Privacy Protection ...
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...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 to take the feedback and use it as a tool to correct her errors. Instead, she insisted she was “a good worker and a genius” and that the boss “does not appreciate her”. Jennifer’s supervisor continued to give her feedback and training to help her perform her job. After about 2 months on the job, it was determined Jennifer had not shown any improvement on her work performance. Because...
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...Table of Contents * Introduction * Filling Vacancies * Appointment and probationary period for a new employee * Employee performance and development * Position Classification * Compensation * Insurance Benefits * Retirement Program * Additional Benefit Programs * Attendance and Leave * Indian Laws and State Policies * Safety and Health Programs * Employee Organisation * Prohibitions and Penalities * Employee Dispute Resolution * Seperations a. Resignations b. Layoff c. Discharge * Strikes against the company . INTRODUCTION Mapro Foods has a flat organisational structure where management and employees work hand-in-hand. The employee handbook provides a ready reference for new and experienced employees when questions arise relating to the Company’s policies, benefits and terms and conditions of employment.It is to make you familiarize with the with important information about the company, as well as provide guidelines for your employment experience with us in an effort to foster a safe and healthy work environment.It is intended o clarify that this handbook talks about Company’s Policies, practices , and benefits for your understanding and is not a legal document and is not subjected to act as a contract. It is obviously not possible to anticipate every situation that may arise in the workplace or to provide information that...
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...reference some of the legal principles in this week’s reading materials that support our decisions. Legal Risk and Opportunity in Employment Encounter 1 NewCorp hired Pat as a manager of real property, which includes responsibilities for the activities related to maintaining leased office space in Vermont. Upon employment, he signed an understanding that the company observed employment “at will” in respect to discharge. He was also given an employee handbook that outlined the company’s process for dealing with unsatisfactory employees, which stated that an employee would be notified of unsatisfactory performance and placed on a corrective action plan. If the employee’s performance did not improve to a satisfactory level within the specified time frame, the employee could be terminated. After three months of employment with NewCorp, Pat’s boss explained to him things were not working out and that he would be discharged with 30 days of severance pay. Pat was never informed of any problems or unsatisfactory performance, but believes that because his opinion differed from other NewCorp employees at the school board meeting that this contributed to the decision to fire him. Even though Pat was aware of the...
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...and specialties to a diverse group of clients. Recently, Lei discovered a discrepancy on one of the sales associates time-sheet. Further investigation revealed that the team supervisor allowed the employee to report unearned hours in that pay period. Lei also discovered that the employee handbook did not completely cover all of their duties and responsibilities. This left Lei no other choice, but to review and update the existing control system. Four Steps of Control System Although Bateman and Snell identify four steps that managers must take to introduce or improve the existing control system, Rao and Shankar also introduce a preliminary step - key areas to be monitored (p.170). In this particular case, Lei has already identified the type of discrepancy and the possible cause of it. Their employee handbook has not been updated and, thus, was lacking description of their duties and responsibilities as well as various operational procedures. Therefore the main area that Lei must focus on is to bring the handbook up to date. Lei could perform this task herself or delegate it to one of her regional managers. Step 1. Setting performance standards. The employee handbook will serve as a guidance for the employees and as a reference book for the managers to evaluate their performance. The updating process should take a couple of weeks, so that Lei herself or a manager is capable of reviewing the operational process, pinpoint the strengths and weaknesses or each sandwich shop, analyze...
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...to win in the marketplace. With a unified, low-cost operating structure, we’ll remain competitive across every business and in every district of Bangladesh. Vision: Our Vision is to become a low cost leader in the market by competing with the existing dominant firms using low cost strategy and provide standard chemical & cosmetics to the root level customers. Organizational Structure: Job Description of General Manager: * Hires, trains, and motivates all Department managers. * Directs and monitors all management or supervisory personnel functions and completes formal performance evaluations of all department managers. * Meets with the comptroller/office manager monthly to review departmental forecasts for consistency with the annual forecast. * Meets with managers individually to develop monthly and annual goals and objectives, and to review actual performance. * Monitors the daily operating control (DOC), recommending improved courses of action where necessary. * Ensures that the monthly financial statement is complete, accurate, and submitted on time to the factory. * Develops and maintains a good working relationship with lending institutions and manufacturer personnel. * Communicates management policies and procedures to all employees and ensures that they are understood and followed. * Provides enthusiastic leadership to help shape employees' attitudes and build morale. * Holds regularly scheduled managers meetings...
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... When Keith sent out the jobs list to the committee members Bob and Rita both knew what jobs were going to be discussed during the meeting but because they had personal feelings toward the employee they felt though the person and not the job should be considered. After Keith was so rudely interrupted by Bob to talk about Geneva who worked as a receptionist for the company for more than 12 years, and was liked by all the executives for her performance and demeanor. Keith calmly reinstated to Bob that they were there to talk about the three receptionist’s jobs and not the person. The three new receptionist’s positions were all set up at the same pay band, which Bob and Rita thought Geneva should be paid more money for her time and service to the company. What Bob quickly forgot is that the purpose of the committee is to determine the value of the positions and not talk about the employees, which could be conducted through other company channels. Keith could have been brasher as the Chairperson and excused Bob from the meeting if he believed Bob’s personal feelings clouded his reasoning. Keith conducted himself like a true professional and quickly got the meeting on course, and kept the committee member’s focus on their job at hand which was to only evaluate the jobs and not the employee. Keith actions were justified and he clearly understood the importance of his role as Chairperson, which his actions were in the...
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... going from just 18.3 percent in 1900 to 53.6 percent in 2010 ("Women in the," 2007). The same holds true of disabled workers. In December 1976, there were roughly 2,088,242 blind and disabled workers in the United States. Growing nearly every year since, the Social Security Administration reports that as of December 2011, there are 6,996,435 blind and disabled people in the workforce ("Ssi annual statistical," 2012). Corporate Policies To facilitate such changes in the business world, companies have had to develop and implement policies regarding diversity in the workplace and outline what is expected of the employees in regards to this topic. Many of these policies can be found on the companies’ websites and in the new employee handbooks that they may distribute. Combined...
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...Welcome to Riordan! On behalf of your colleagues, I welcome you and wish you every success here. We believe that each employee contributes directly to our growth and success, and we hope you will take pride in being a member of our team. This handbook outlines the policies, programs and benefits available to eligible employees. It also describes some of the expectations we have of our employees. The employee handbook will answer many questions about employment with Riordan, so you should familiarize yourself with the contents of the employee handbook as soon as possible. We hope that your experience here will be challenging, enjoyable and rewarding. Again, welcome! Sincerely, Dr. Michael Riordan President Riordan Manufacturing is a global plastics manufacturer employing more than 500 people. Our headquarters are in San Jose, California. Our products include plastic beverage containers produced at the plant in Albany, Georgia, custom plastic parts produced at the plant in Pontiac, Michigan, and plastic fan parts produced at our new facilities in Hangzhou, China. Our company's research and development is done at the corporate headquarters in San Jose. Riordan's major customers are automotive parts manufacturers, aircraft manufacturers, the Department of Defense, beverage makers and bottlers and appliance manufacturers. Mission Our Focus • • • Six Sigma, leading edge R&D and exceeding ISO 9000 standards define the attitude and abilities of Riordan Manufacturing. We...
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