Term
| The "Ideal" Appraisal System |
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Definition
1. Does your supervisor follow set procedures?
2. Are the results fair and accurate?
3. Does the appraisal consider special circumstances?
4. Do you get feedback?
5. Does the supervisor suggest ways to improve performance?
6. Does the supervisor provide resources to improve performance?
7. Does management care about how the appraisals are done? |
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Term
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Definition
- Most Popular
- Looks like a survey
- Very broad with little useful feedback given. |
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Term
| Behavioral Observation Scales (BOS) |
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Definition
more specific scales and statements than graphic scales.
- The added detail requires more time and money. |
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Term
| Electronic Performance Monitoring (EPM) |
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Definition
| Monitoring employees' computer terminals and telephones, checking the employee's rate, accuracy, and time spent both at work and on breaks. |
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Term
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Definition
Narrative summaries that can potentially capture strengths, improvements, weaknesses, quantity and quality.
-inexpensive to develop, expensive to use.
-time consuming |
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Term
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Definition
One can require an appraiser to order subordinates from lowest to highest.
- No distance guage
- No feedback is given
- Normally used in conjunction with others. |
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Term
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Definition
The raters are required to assign specific proportion of their employees to predetermined categories (a quota system)
- little information is generated for development purposes. |
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Term
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Definition
The rater records incidents reflecting behavior that represents less than satisfactory or outstanding performance for both evaluation and feedback.
- Employees don't know when the manager is watching.
- Feel managers are more prone to note the negatives.
- Employees face unequal challenges |
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Term
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Definition
A set of behaviors, adjectives, or descriptive statements.
- The rater checks if it describes the person.
- The items are simply present or absent.
- General problems are identified, but not the degree of the extent of the problem. |
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Term
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Definition
Small groups of statements are bunched (3 to 5) that are related to a specific job.
The rater selects the items that are most and least descriptive, which prevents rating inflation.
- Costly to develop. |
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Term
| Behaviorally Anchored Rating Scales (BARS) |
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Definition
- Mixture of graphic scale and critical incident.
A continuum of 5 to 9 points which has incidents/ behaviors attached reflecting the employees relevant job dimensions.
- Process oriented, so end results are ignored.
- A common situation should be posed, and the behavioral options should be mutually exclusive. |
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Term
| Management by Objectives (MBO) |
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Definition
Advocated by Peter Drucker.
Step 1- Objectives are jointly set.
Step 2- Coaching and progress reviews occur over the course of the appraisal period.
Step 3- Actual results are compared at year end with the predetermined objectives.
- Feedback is given and merit pay is then applied. |
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Term
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Definition
| Managerial relationship existing between a performance rating and some measure of work outcomes. |
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Term
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Definition
| relevant factors being left out |
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Term
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Definition
| improper factors being considered |
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Term
| Self Comparison (criticisms) |
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Definition
when a supervisor uses their past experiences, each being different, each is using a different ruler.
-low reliability
-If combined with intolerance of ways that are different, the situation is made even worse. |
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Term
| Proximity Errors (criticism) |
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Definition
Does the employee the supervisor knows the best get rated differently?
Does familiarity breed contempt? |
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Term
| Halo/Horns Error (criticism) |
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Definition
| The rater only notes the positive aspects of the best employee and the negative aspects of the worst employee. |
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Term
| Assessments require two types of data |
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Definition
In order to make pay decisions you need
----a broad comparative aggregate rankings.
For development, you need
----the specific positives and negatives of each individual. |
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Term
| Defensive reactions to negative parts of appraisal |
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Definition
-denial
-most people believe they are above average and the truth hurts.
-directly attacking a person's defenses tends to heighten the intensity of the denial reaction. |
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Term
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Definition
| the need to give superiors information that will not embarrass the appraiser |
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Term
| The Performance Management Approach |
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Definition
identify the bottom 10% of your current employees.
-they have 90 days to improve
-if they do not get out of the bottom 10% in 90 days they will resign or be fired. |
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Term
|
Definition
SPECIFIC
MEASURABLE
ATTAINABLE
RELEVANT
TIMELY |
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Term
| Multiple Raters (criticism) |
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Definition
-Reduce bias
-see the person at different times
-different areas of expertise
-must have substantial exposure |
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Term
| Ways to Improve Criticism |
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Definition
1. Setting clear goals
2. Multiple raters
3. Multiple evaluation methods
4. Improving feedback process
5. Trying to reduce Employee Denial |
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Term
| Ways to reduce employee denial |
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Definition
-balance positive and negative feedback
-offer to help with the negatives by providing suggestions
-reach an agreement on steeps to take
-state in terms of work expectations |
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Term
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Definition
Basic background information is provided
-aim to make the employee feel welcome, provide general understanding of the organization, and start to socialize with them in regard to the policies and procedures. |
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Term
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Definition
| The trainer explains the job in its proper sequence and demonstrates how it should be done. |
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Term
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Definition
| On a day-to-day basis the manager notes what the employee is doing properly and improperly. |
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Term
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Definition
| Employees learn much from peers |
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Term
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Definition
A temporary team, often consisting of people from different areas or functions, that works on real projects.
-the results are taught to others. |
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Term
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Definition
| A figure who is often 8 to 15 years older and 2 or 3 levels above provides career advice, hints on how to tackle problems, and demonstrates interpersonal/political skills by example. |
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Term
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Definition
| Normally involves craft positions, involves on the job training under the direction of an experienced person. |
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Term
| Business (Management) Games |
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Definition
Simulations of what is like to make top management decisions.
---show students how all the varied functions fit together. |
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Term
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Definition
Trainees are given in depth descriptions (5 to 30 pages) of the experiences of disguised organizations.
- see the experiences of numerous managers in a short period of time
-pre-gathered information
*The middle stages of handling problems are stressed, while the initial and final steps are left out. |
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Term
| Discussion Method (Incident Method) |
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Definition
- Develop your own way of thinking.
- There are no "right answers"
- Effectively carried out in small groups.
- Feedback needs to be monitored |
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Term
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Definition
The trainee is given a stack of memos, phone messages and letters, in the upcoming time frame the person has too much to do.
-Time management must be exercised. |
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Term
| Sensitivity Training (T-groups) |
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Definition
- intended to change interpersonal relationships.
- trainees will discuss the experiences
- reflections in writing
- attitudes are quite likely to change
- Can only be properly carried out in small groups |
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Term
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Definition
-most common training method
- lack of social interaction and individualized material is a drawback |
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Term
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Definition
- SRA reading program and computer software packages.
-ideally meant to be challenging and individualized.
-provides immediate feedback
- trainees may cheat on self tests |
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Term
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Definition
"Learn by doing"
- superiors and subordinates switch roles
- process is monitored |
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Term
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Definition
- exposed to model behavior
- practice the techniques, get feedback as well as praise, and make revisions
- you can pick up proven methods and feel more confident, then add your own your own personal ideas |
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Term
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Definition
Train on the same or at least similar equipment in order to learn how to operate planes, ships, or autos.
- This investment is justified where the cost of an accident is high in terms lives, material, and bad publicity.
- A simulator saves on maintenance costs, pilot cost, fuel cost, and the cost of not having a plane or ship in regular service. |
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Term
| Common Concerns with Training and Development |
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Definition
1. Lack of ongoing measurement and revision has long been a major problem.
2. Big ticket training involves a very real risk that you will become the talent supplier for your competitors.
3. Some consultants or outside trainers may be more interested in delivering their "tried and true" program than in sensing the organizations needs.
4. One should not send mixed or improper signals.
5. One needs to try to strike the right balance.
6. Efforts can be made to enhance the meaningfulness of programs. |
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Term
| Human Resources Development Principles |
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Definition
- Distributed Learning
- Rewards
- Feedback
- Motivation
- Transfer
- Opportunity to practice
- Learning from many sources
- Individual Difference |
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Term
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Definition
| conducting the program over a long enough period of time for the trainees to be able to digest and apply the material (not trying to do too much, too fast) |
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Term
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Definition
The trainees should be able to see what is in it for them
- praise, recognition, promotion, etc. |
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Term
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Definition
| Trainees need to know what progress they are making and what mistakes needs correction. |
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Term
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Definition
| Trainees must want to learn. |
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Term
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Definition
| The training should apply to the job activities |
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Term
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Definition
| Trainees should be able to try the techniques they are being taught in order to make these methods part of their repertoire. |
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Term
| Learning from Many Sources |
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Definition
This heightens the probability you will get the material through
(a) hitting the mode the person computes on.
(b) providing a broad base for the points being made which provides helpful reinforcement. |
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Term
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Definition
| The trainee's intelligence, motivation, aptitudes and interests should be taken into account. |
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Term
| Internal Equity Comparisons |
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Definition
- Encompasses organizational comparisons among jobs within the operation to assess their relative worth.
- it can involve employees selecting an internal figure for comparison in an effort to show he/she is underpaid. |
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Term
| External Equity Comparisons |
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Definition
| Refers to looking at the market average for the same position outside of the operation to assess the competitiveness and the relative fairness of current pay levels. |
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Term
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Definition
| The salary levels of newcomers can become too close to their more experienced coworkers. |
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Term
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Definition
| The salary levels of newcomers can be higher than those of their more experienced coworkers. |
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Term
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Definition
Some managers try to avert the aforementioned painful comparisons by having pay secrecy policies.
---People may face discipline up to and including discharge for violating this policy. |
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Term
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Definition
Where rating inflation prevails, there will not be much difference in individual's raises.
-across the board raises are common
- may reduce overt conflicts, but ruin motivation with pay. |
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Term
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Definition
- Rankings
- Job classification system
- Point system
- Skill based pay
- Broad banding
- Factor comparison
- Market pricing |
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Term
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Definition
The jobs are ranked from lowest to highest in importance.
- simplest, fastest, and most inexpensive method. |
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Term
| Job Classification System |
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Definition
A number of job grades are defined and then positions are placed into them.
- this is the reverse of the process most companies follow
- people will manipulate new job description.
- "desk audits" may be conducted |
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Term
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Definition
| Compensable factors generally come under headings like knowledge and skills (education, experience, etc., accountability and responsibility (number of employees, size of the budget, equipment, parts and materials, etc.), mental demands (in some jobs also the physical demands), work conditions and hazards. |
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Term
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Definition
a systematic method used to determine the relative value of jobs.
- one compares the similarities and differences in the content and value of jobs. |
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Term
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Definition
Internal Equity Comparisons
External Equity Comparisons
Salary Compressions
Salary Inversion
Salary Secrecy Policies
Egalitarian Pay Policies
Rankings
Job Classification System
Point System
Skill Based Pay
Broadbanding
Factor Comparison
Market Pricing |
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Term
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Definition
- Used to save time and money
- A sample of jobs is used |
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Term
|
Definition
- Recognizes growth and breadth of skills
- One must define the skills and have a method for trying an employee's pay to his/her skills.
- A training system must be created to transmit skills with a competency testing system put in place.
- A work design must be implemented that allows employees to move between jobs to develop their flexibility. |
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Term
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Definition
- Fewer promotion opportunities.
- Flattened Hierarchies
- In order to compensate for the broader skills that are often involved, and the longer time horizon one will be in a position, salary ranges have been "Broadbanded" |
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Term
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Definition
First, the compensable factors of benchmark jobs are ranked in relation to their specific importance to the organization.
Once the chart has been constructed with rankings along each factor, dollar amounts are assigned to each column. |
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Term
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Definition
| This system involves paying the average of what other firms in the labor market pay for comparable jobs. |
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Term
|
Definition
1. it is assumed differences in levels of performance can be measured and reflected in the workers' performance appraisals.
2. It is assumed all workers are economically motivated.
3. It is assumed the workers have the necessary skills and equipment to produce higher levels of output if the exert themselves.
4. It assumes tangible rewards in the form of praise, added monetary rewards, and promotions will actually ensue. |
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Term
Incentive Plans
In general the workers could produce thirty percent more than they were turning in to management. Why did this extensive restriction exist? |
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Definition
1. Group norms prevailed with regard to what a "fair day's work for a fair day's pay".
2. The workers feared working themselves and their friends out of work.
3. They also feared the incentive standards would be raised if they produced too much.
4. Goods were often "banked" rather than turning into the full amount produced to management.
5. part of a negotiation where the workers strived to get a favorable rate, while engineers guessed how much they were "beating up"
6. The workers achieved a degree of power and autonomy that the engineers and managers would like to take away from them.
7. Output norms also existed with regard to age and seniority. |
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Term
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Definition
Piecework
Differential Piecework
Sales Incentives
Standard Hour
Scanlon Plans
Profit Sharing Plans
Executive Incentive Plans |
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Term
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Definition
Paying a fixed price per unit of output.
-Set up so the employee on average will make more than he/she would have on straight line. |
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Term
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Definition
| ex. For the first 1,000 units the rate might be $0.40 per unit and for the next 500 the rate might be $0.50 per unit, and so forth. |
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Term
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Definition
| 70% base pay, 30% incentive mix is common |
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Term
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Definition
calls for an average hour's work to be calculated.
The employees are paid according to their actual output relative to this standard hourly rate.
-eliminates the need to recomputed piece rates when hourly rates change. |
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Term
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Definition
- Group Incentives
- Used when it is difficult to measure individual levels of performance.
- The gain sharing bonus will consist of how much is saved in terms of (1) productivity (2) quality (scrap) and (3) shop supplies. |
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Term
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Definition
Most if not all employees may be given a share of the annual profits.
- Evidence that this did indeed boost productivity. |
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Term
| Executive Inventive Plans |
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Definition
| This category includes short-term incentives (one time bonuses and merit pay) and long term incentives. |
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Term
| Basic Disciplinary Principles |
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Definition
1. Employee must be informed about what is expected.
2. Due process requires supervisors fully investigate before taking any disciplinary action.
3. The "hot stove principle"
4. The "fairness principle"
5. The "Slide Rule Principle"
6. Punishment should have an instructional component.
7. Punishment is most effective when it is administered by one's direct supervisor.
8. For most violations (those are not warranting immediate termination), the discipline should deactivate after a per-specified period of time.
9. One must have sufficient evidence of guilt. |
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Term
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Definition
| Discipline should be immediate, consistent and impersonal. |
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Term
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Definition
| Punishment should fit (a) the severity of the offense, and (b) the employees record. |
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Term
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Definition
| The penalties for common infractions should be quantified and publicized to enhance predictability and remove supervisory judgment calls. |
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Term
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Definition
- Begins with an oral warning.(step may be repeated multiple times)
- Second, one or more written warnings.
- Next, issue the offending employee an unpaid suspension. (This step may be skipped in white collar settings)
-The final step is discharge. |
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Term
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Definition
- Begins with an oral reminder. (The employee is asked to explain why the rule/order gap exist.)
-Second, one or more written reminders. (Employee is asked to form an action plan to close the gap and sign it as a commitment to correct the problem)
-Next, give the offending employee a one-day paid decision making leave. (the employee is asked whether to consider whether he/she really wants to continue)
-Final step, if the person does not change his/her ways they're asked to "voluntary quit" |
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Term
| How to properly conduct a disciplinary discussion. |
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Definition
1. A supervisor should always have a short written statement prepared BEFORE the meeting to read to the employee, describing the expectation, the employee's behavior and the disciplinary step involved.
2. Have another manager present.
3. Possible mitigating circumstances should be taken into consideration, problems may exist on both sides.
4. Seek out the individual's ideas on what can be done and integrate these into a corrective action plan.
5. Recognize and reward improved promptly.
6. Keep problems confidential.
7. In termination situations, a neutral space should be used. |
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Term
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Definition
| The exiting employee may be asked whether the incoming expectations were met, what the supervision was like, what was the best and worst thing about the job, and if the person quit, why he/she is leaving. |
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Term
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Definition
Two basic types of an open door policy
(1) the employee can go in any manager's door, any time.
(2) a specific chain of appeal must be followed. |
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Term
Potential Benefits of an Appeal Procedure
(Open Door Policies) |
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Definition
- Management's credibility will rise with some reversals of improper decisions. "respect for the individual"
- can act as a communication tool to identify problem areas.
-Provides supervisors with an incentive to listen.
-Result in a reduction in appeals to outside sources. |
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Term
The Necessities of Grievance Procedures
(Open Door Policies) |
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Definition
- Publicity with regard to both how the procedure operates and the outcomes.
- The organization should promise to protect people from retribution.
- Managers must be visible.
- Employee should be given immediate and complete attention.
- A manager should summarize the complainant's main points to confirm understanding and prevent repetitive cycling.
- Manager should schedule a response time.
- Pin down the parties' positions. |
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Term
Challenges and Problems to Grievance Procedures
(Open Door Policies) |
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Definition
- Managers whose decisions are challenged can suffer from DENIAL.
- Managers need SUPPORT in order to maintain their confidence and effectiveness. |
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Term
Methods to deal with Problems in Grievance Procedures
(Open Door Policies) |
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Definition
- Schedule another meeting and seek out a third party.
-Instructing supervisors in training sessions that no one is perfect.
-Role reversals
-Bring paperwork to HR before any disciplinary actions are taken.
-Give the first line manager a week to resolve the issue, otherwise the superior will deal with it.
-indirect communication. |
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Term
| Do Open Door Policies work? |
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Definition
| Most open door policies are seldom used. |
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Term
| What alternatives could explain why Open Door Policies are seldom used? |
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Definition
- The employees are happy.
- Possible problems are being resolved informally by the first line supervisors.
- Perhaps the employees are "veggies" who do not complain have been hired.
- The first line managers have become timid/soft.
- The employees are afraid to complain (suppression). |
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Term
| Relatively Unexplored Voice Mechanisms |
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Definition
- Anonymous Phone Lines
- Ombudsman (Investigator)
- Peer Review Panels
- Executive Interviews
- Skip Level Meetings
- The Potential Issues Audit |
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Term
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Definition
- A line a disgruntled employee can call a line and talk to a person or a machine to complain.
- Suggestion/complaint boxes are also used. |
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Term
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Definition
An official who serves as a special liaison of the president/CEO, outside of the normal chain of command.
- The person can be a counsler, investigator, mediator, advisor, trouble shooter and in some cases adjudicator.
- While this person is probably concerned about employee rights, he/she is paid by the company and part of his/her job is to avoid law suits. |
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Term
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Definition
A group (often 5 to 7 people - an odd number avoids ties) of employees hear a case and render a decision.
- Organizations see this as a relatively cheap way to safeguard themselves from lawsuits.
- They question if members should receive any training or if they should simply rely on their own sense of justice. |
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Term
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Definition
Once a year, Managers from two levels above sets aside an hour to speak to each employee one-to-one.
- While this method has its good points, it is very costly and inefficient mode of attaining a general feeling tone. |
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Term
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Definition
Once a year, an executive from roughly four levels above has a group meeting with the employees to solicit their concerns.
- Less time consuming
- Middle and lower managers are likely to resent being skipped over and underminded.
- This process is NOT anonymous |
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Term
| The Potential Issues Audit |
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Definition
Stage One, every 6 months a union steward meets w/ the employees in each department. He asks them to write "potential problems" on a card.
Stage two, the HR manager and the steward prioritize the stack of cards.
Stage three, the cards are shown to the first line supervisors. The union steward discretely passes the response back to the employee in question.
Stage four, the remaining unresolved cards are shown to the first line supervisors' boss.
Stage five, The remaining cards are shown to the plant manager. |
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Term
| "Psychological Release" Programs |
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Definition
-Managerial Servants
-The Dunking Booth
-Joke Awards
-Comic Memos |
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Term
|
Definition
- Once a year, managers serve their employees a meal.
- show appreciation for the employees, "role reversal" |
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Term
|
Definition
Once a year, an annual carnival, the employees can vote on which manager(s) they would like to see in a dunking booth.
- Employees love getting back at their antagonists, but no specific issue has been addressed.
-Serves as an incentive to be a good manager. |
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Term
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Definition
Once a year, an awards ceremony may be held where select people are roasted.
- This process can simultaneously release pent-up frustrations and make managers think about what they are doing. |
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Term
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Definition
Some managers utilize comedy to vent frustrations and also take the employees' jokes in stride.
Others get angry and try to repress all expressions of discontent. |
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Term
| Sherman Anti-trust Act, 1890 |
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Definition
-employed against unions to break strikes and boycotts.
-Injunctions could be obtained and triple damages might be assessed for interfering with interstate commerce.
-Many employers asked new employees to sign a document upon joining the company stating they would not join a union. |
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Term
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Definition
Many employers asked new employees to sign a document upon joining the company stating they would not join a union.
*Made unenforceable by the Norris-LaGuardia Act, 1932 |
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Term
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Definition
| a propaganda campaign to tar unions as communistic and un-American. |
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Term
| The Railway Labor Act, 1926 |
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Definition
Aimed at creating a structure for peacefully handling labor relation issues.
-The Great Depression brought about many capitalistic reforms. "The New Deal" |
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Term
| National Industrial Recovery Act, 1933 |
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Definition
Employers were offered a deal under this contract.
Employers could coordinate with one another and fix prices in exchange for abiding by other progressive parts of the law.
*Provided a minimum wage, voluntary union recognition, and a labor board.
*Supreme Court struck this law down as Unconstitutional |
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Term
National Labor Relations Act
(NLRA or Wagner Act) |
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Definition
*Created the National Labor Relations Board, NLRB
-Five members chosen by the president and reviewed by the senate.
- Supervising union representation elections
- Hearing unfair labor practice cases.
- |
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Term
| Five employer unfair labor practices (ULPs) |
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Definition
- Created by NLRA
It is ULP to....
1. interfere with, restrain or coerce employees.
2. company representatives to dominate or interfere with the formation or administration of a union.
3. for an employer to discriminate in any way against employees for exercising their NLRA rights.
4. discriminate against employees who serve as a witness and testify under the act.
5. for an employer to refuse to bargain with collectively the employees' duty chosen representatives. |
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Term
| Result of the five employer unfair labor practices |
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Definition
| *Employers may no longer fire union organizers, threaten people, spy on them. provide bribes, close facilities in relation for organizing, form company unions and refuse to bargain in good faith. |
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Term
| American Federation of Labor (AFL), 1880s |
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Definition
| Formed by craft unions to create some order in their processes. |
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Term
| Congress of Industrial Organizations (CIO), 1935 |
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Definition
| A group that broke away to form a competitive organization from the AFL, who wanted to establish the committee on Industrial Organization to explore the possibility of organizing industry. |
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Term
| The AFL and CIO merged in |
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Definition
|
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Term
Labor Management Relations Act,
(the Taft-Hartley Act) 1947 |
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Definition
-amending the NLRA
-A series of union ULPs was created |
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Term
|
Definition
a union could not
--restrain or coerce employees
--discriminate against them
--refuse to bargain in good faith
*Supervisors were excluded from joining unions.
*Communists were no longer eligible to hold union offices.
*The Closed Shop was prohibited |
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Term
| Federal Mediation and Conciliation Service (FMCS) |
|
Definition
created to make neutrals available to help resolve difficult negotiations.
-Both sides agree on introducing a mediator and either may eject him/her at any time. |
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Term
|
Definition
This meant people were free to join or not join a union and pay dues after the union won an election.
*There are currently 23 RTW states |
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|
Term
The Labor Management Reporting and Disclosure Act
(the Landrum-Griffin Act) 1959 |
|
Definition
- Provided the federal government with audit power.
-Minimum time frames for both local and national secret ballot elections were set forth.
- Open nomination period must be held.
-Required that copies of the union contract be made available to each employee.
-No member could be fined or suspended without due process. |
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Term
|
Definition
A group of unions that broke away from the AFL-CIO.
- Wanted less money to be spent on central union staff and political lobbying efforts and more to be devoted to organizing. |
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Term
|
Definition
-allow unions to be recognized off a representation card majority.
-Stricter penalties for ULPs
-Back pay with no deductions for other earnings
-If a new contract is not agreed upon within a specified period of time, an arbitrator may settle the issues. |
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Term
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Definition
| A person paid by the union taking a job with a company specifically to start an organizing campaign. |
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Term
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Definition
consist of employees from the various units or departments will be formed to run the campaign.
*Contact people one-to-one
*Flyers, e-mails, and group meetings |
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Term
| How much of the employees must sign union representation cards in order for there to be an election? |
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Definition
30%
(But 55-60% could be made a target goal for a better chance of victory) |
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Term
| What happens if the employer wins the election against forming a union? |
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Definition
| The union must wait one year (election bar) before it tries to submit cards for another election. |
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Term
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Definition
| Bargaining based on the totality of conduct |
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Term
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Definition
| refers to making an initial firm and final offer that will only be altered if new information becomes available and going round the union bargaining team to sell this position to the membership. |
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Term
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Definition
sending a relatively powerless person to bargain, taking extreme initial positions and making few if any concessions.
*One might do this to instigate a fight, bring in replacement workers, and try to break the union. |
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Term
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Definition
Boulwarism
Surface Bargaining |
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Term
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Definition
Chief Negotiator- typically a lawyer
Financial expert
People from various different levels and area of management. |
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Term
| Teams will go into bargaining with |
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Definition
- an initial position, a target and a bottom line position.
- Experienced negotiators will signal that they have a little wiggle room left to move by reducing the size and frequency of cocessions over time.
-A "lump of sugar" may be offered shortly before the expiration of the old contract in hopes of concluding a deal. |
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Term
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Definition
| since management loses profits and the workers wages, they both have an incentive to make concessions and reach an agreement. |
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Term
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Definition
| Help the parties prioritize issues, manage the schedule, provide information about what has been done elsewhere, warn of consequences of disagreement, and suggest compromise solutions. |
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Term
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Definition
A hearing is held and used to settle impasses.
The arbitrator will then render a final decision. In some cases the arbitrator maybe split the difference |
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Term
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Definition
Used in some states that require the arbitrator to choose the position of one side.
This should encourage taking reasonable positions. |
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Term
| Grievance Processing Filing Deadlines |
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Definition
Specified in the contract for both initially filing a grievance and appealing it at all the successive steps.
-The date of the managerial decision or action must be identified and within the filing deadline or the case can no longer be pursued. |
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Term
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Definition
- Filing deadlines must be met
- A short paragraph stating what was done and alternatively what should have been done.
- a requested remedy must be stated. |
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Term
| Once the specified managerial steps are exhausted in the grievance process... |
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Definition
both sides will determine if they want to take the case to "rights arbitration".
*an arbitral decision is normally final and binding.
There are narrow grounds for appeal: such as, bribery, mental incapacity, or exceeding the stated issues. |
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Term
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Definition
| reflects who must go first and establish a case in a grievance process. |
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Term
| The burden of proof in contract interpretation cases- |
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Definition
| the burden of proof is on the union to make a case. |
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Term
| The burden of proof in discipline and discharge cases- |
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Definition
| the burden of proof is on management to make a case. |
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