Discipline & Grievance Essay

Disciplinary procedures argon an aid to the effective trouble of people, and should not be viewed primarily as a means of dreadful sanctions or as leading to going. Where dismissal does occur, employees whitethorn make a complaint to an employment tribunal if they believe they have been unfairly dismissed, although commonly the employee must have one years service1. It is for the employer to show the actor for the dismissal and that it was a fair reason.The tribunal bequeath determine whether the dismissal was fair or unfair and will take into account the coat and administrative resources of the employer in deciding whether they acted reasonably or unreasonably. The tribunal will take account of Code of practise the guidance given in the Acas Code of Practice on Disciplinary and score procedures 327kb (see Annexes A and C of the Code) and consider how far the statutory three-step procedures have been followed.What does it mean? Check the burnish for more explanation of the t erms used in this handbook. The Code of Practice provides guidance on good practice in disciplinary and account matters in employment, and includes entropy on the right to be accompanied at a disciplinary or grade hearing. Acas handbook Although this handbook is strictly advisory it complements the Code of Practice by giving additional practicable advice. DisciplineSection 1 on discipline at get going commencement exercises by explaining why organisations need rules and disciplinary procedures and gives an overview of how to handle discipline. It then looks in depth at. The rest of the part on discipline gives advice on treatment absence, unsatisfactory performance and particular cases such as those involving trade conjugation representatives, criminal charges or employees in remote locations. sexual conquests Part 2 Grievance procedures considers why organisations need procedures and gives advice on how to handle a injustice hearing. counsel is also given on special case s such as those to do with bullying or harassment, discrimination and whistleblowing. In these sensitive areas some organisations may wish to develop separate procedures. The statutory minimum grievance procedures are also summarised in Part 2 Grievance procedures. The right to be accompanied Part 3- The right to be accompanied. Checklist for the right of accompaniment has information on the right to be accompanied at disciplinary and grievance meetings. Prevention is better than cureAlthough it is important to deal with discipline and grievance issues fairly and effectively it is more important to prevent problems arising in the startle place. The first step is to understand the relationship between discipline and grievance issues and wider issues like communication, induction and training. For example, if managers and staff are in the habit of talk of the town to each other openly about whats happening at work then specific problems like lack of training or poor motivation ca n be resolved before whatever disciplinary action becomes necessary.Equally, if staff are given contracts of employment when they start work including rules for absence, timekeeping and discipline, as well as details of pay, holidays etc then at that place will be less opportunity for ambiguity if problems arise in the future. The use of the formal disciplinary and grievance procedures should be considered a wear resort rather than the first option. Many problems can be select out through informal dialogue between managers and staff a quiet word is often all thats needed.