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HR principles (Research Paper Sample)


Providing answers to given tasks on HR principles


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Table of Contents
 TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc377053141" HR PRINCIPLES AND PRACTICES  PAGEREF _Toc377053141 \h 3
 HYPERLINK \l "_Toc377053142" Task 1  PAGEREF _Toc377053142 \h 3
 HYPERLINK \l "_Toc377053143" Informal resolution  PAGEREF _Toc377053143 \h 3
 HYPERLINK \l "_Toc377053144" Investigation  PAGEREF _Toc377053144 \h 3
 HYPERLINK \l "_Toc377053145" First Warning/Caution  PAGEREF _Toc377053145 \h 4
 HYPERLINK \l "_Toc377053146" Appeals  PAGEREF _Toc377053146 \h 4
 HYPERLINK \l "_Toc377053147" Diversity and Equality  PAGEREF _Toc377053147 \h 4
 HYPERLINK \l "_Toc377053148" Confidentiality  PAGEREF _Toc377053148 \h 5
 HYPERLINK \l "_Toc377053149" Suspension  PAGEREF _Toc377053149 \h 5
 HYPERLINK \l "_Toc377053150" Decision Making Leave  PAGEREF _Toc377053150 \h 5
 HYPERLINK \l "_Toc377053151" Mediation  PAGEREF _Toc377053151 \h 6
 HYPERLINK \l "_Toc377053152" Termination  PAGEREF _Toc377053152 \h 6
 HYPERLINK \l "_Toc377053153" Task 2: HR Practices Guiding Approaches to Dismissal  PAGEREF _Toc377053153 \h 6
 HYPERLINK \l "_Toc377053154" Contractual agreement  PAGEREF _Toc377053154 \h 7
 HYPERLINK \l "_Toc377053155" Redundancy dismissal  PAGEREF _Toc377053155 \h 7
 HYPERLINK \l "_Toc377053156" Valid Exceptions  PAGEREF _Toc377053156 \h 8
 HYPERLINK \l "_Toc377053157" Notice  PAGEREF _Toc377053157 \h 8
 HYPERLINK \l "_Toc377053158" Mental Distress  PAGEREF _Toc377053158 \h 8
 HYPERLINK \l "_Toc377053159" Alternative Course of action  PAGEREF _Toc377053159 \h 9
 HYPERLINK \l "_Toc377053160" Exit interview  PAGEREF _Toc377053160 \h 9
 HYPERLINK \l "_Toc377053161" Reference List  PAGEREF _Toc377053161 \h 11

Task 1
Employers are obliged to observe formal procedures when handling grievance and disciplinary cases within the workplace. Employers undertake this measure by strictly following HR principles and standards designed to help in handling issues related to disciplinary matters. For many years, there was the need to adopt procedures to guide the process of using reasonable principles and practices. This was necessary to avoid situations where workers were dismissed unfairly based on work-related issues (Katz, & Flynn, 2013, p. 394). Failure to follow certain principles and guidelines resulted in unfair dismissal of employees. For this reason, certain HR principles have been stipulated in different codes of practice and conduct to guide employers on ways to resolve the grievance and disciplinary cases within the workplace. These principles facilitate the process of administering and managing disciplinary issues. The principles also provide the procedural framework for undertaking organizational justice.
The following HR principles and good practices apply when handling disciplinary issues and related aspects.
Informal resolution
HR supervisors and managers must be ready to take measures aimed at addressing behavioral and conduct issues as early as possible. Appropriate action should also be taken in order to resolve the disciplinary issues by following a formal procedure.
It is vital to undertake an investigation before deciding to impose any disciplinary action. The HR manager has the authority to hear the results of the investigation. Investigation also enables managers to examine the validity of the disciplinary allegations brought against the employee. The manager or the supervisor must explain the reasons for the case of the disciplinary action.
First Warning/Caution
The first case of indiscipline among employers will not be enough to warrant dismissal. A warning should be issued to act as a notification to prevent employees from repeating similar mistakes in the future. Caution/warning can be issued verbally or in written form (Katz, & Flynn, 2013, p. 397). A verbal caution acts a first step in the implementation of a progressive disciplinary policy. This alerts the employee concerning the existence of a cause of disciplinary behavior. On the other hand, a verbal warning is documented and stored in the employee’s personal records. Finally, a written warning is exceedingly serious and is served to inform the employee of the unacceptable behavior.
Employees affected by the disciplinary action should be given the right to appeal against warnings or cautions level against them (McFadden, & Ross, 2004, p. 30). The director of HR issues should be given the responsibility to review the appeal based on the terms of the appeal. The director’s decision regarding the appeal shall be final.
Diversity and Equality
Giving a chance to the affected employees shows a case of fair treatment during the disciplinary action. It also enables the affected employees to provide relevant alternative information regarding any diversity or equality issues related to the disciplinary case. The affected employee is given a chance to present witnesses or raise any relevant issues that might help him/her to win the disciplinary case. The HR manager or any other responsible authority must not be biased during the exercise. A balance of probabilities should be reached when hearing allegations for the disciplinary case. Fairness and transparency are achieved by applying the procedures and rules for handling disciplinary and grievance situations (ACAS, 2009, p. 3).
Confidentiality is an indispensable HR principle during the implementation of disciplinary action. The concerned parties should try to make all efforts to ensure that all disciplinary procedures remain private and confidential within and outside the organization.
Suspension is a critical HR principle that improves discipline among employees. If employees are found guilty of the crimes leveled against them, then it becomes appropriate, the employee must be suspended. Suspension is an essential disciplinary action and should n...
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