What makes a disciplinary procedure appealing?
Article Abstract:
There is considerable variation in the ways that disciplinary action appeals are handled by employing organizations in the UK. Some appeals procedures involve bringing the case to a more senior manager, with no further avenue of appeal except for making an industrial tribunal claim, if eligible. Many other organizations offer the additional procedure of bringing in an independent third party. The 1971 Industrial Relations Act stated that a right of appeal to a higher level of management should be provided for, as well as an option for independent arbitration. The Advisory, Conciliation and Arbitration Service issued a 1977 code of practice outlining the usefulness of external appeals; recommending independent arbitration as a final stage in the appeals procedure. A 1984 survey of UK organizations showed that 90% had written procedures for discipline and dismissals. The appeals procedures in four cases are outlined: the Civil Service Appeal Board, the electricity supply industry's National Joint Industrial Council procedure, Nissan (UK) Ltd's agreement with the Amalgamated Engineering Union, and the National Coal Board's procedures for the National Union of Mineworkers.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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The bottom line: Smith and Nephew sticks to the well-tried remedies
Article Abstract:
The health care division of Great Britain's Smith and Nephew has considerable personnel management autonomy from the parent firm, which does not issue central policy directives. The medical dressings and toiletries manufacturer has faced increased domestic and international business pressures since the late 1970s, and has been working to develop and market new, higher-technology products. The 14-person division personnel department manages 1,500 permanent employees. Every employee above first-level supervision receives an annual appraisal interview. Training officers provide both induction and operator skills training. Briefing sessions are run on a four-week cycle and a company newspaper circulates six times annually. A positive effect on employee attitudes has been attained through use of a work development committee and a share option scheme in which 44 percent of the permanent workforce participates.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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Xerox copies the message on quality
Article Abstract:
Britain's Rank Xerox Ltd helps its parent company, photocopy giant Xerox Corp, meet the challenge of intensified international competition with an integrated quality program involving top management participation, error prevention, and employment of statistical control methods. The quality message 'leadership through quality' appears on product labels and in policy statements. Quality implementation teams are in place to help line managers put the quality program into effect. The role of work unit or 'family groups' and quality specialists is also described.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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