Rules and Regulations of University

Rules and Regulations of University1. CONTEXT.This assignment is the part of Pgd program, which is submitted under the rules regulations of university to MR.Hashim Hirani In this assignment I searched on CIPD, means The Chartered Institute of Personnel and reading Company and I find material nearly grudges dismissals and disciplinary procedures in CIPD. This assignment is organised to cover Harvard referencing.2. Why are disciplinary and grievance procedures necessary?Disciplinary and grievance procedures provide a clear and transparent framework to deal with difficulties which whitethorn arise as part of their working relationship from each the employers or employees perspective.They are necessary to ensure that e rattlingbody treated in the same way in similar circumstances,To ensure issues are dealt with fairly and reasonably, that employers are gentle with current legislation and follow the Acas code of pr make believeice for handling disciplinary and grievance issues.Disci plinary procedures are neededSo employees know what is expected of them in term of standards of performance or conduct.To identify obstacles to individuals achieving the required standards.as an chance to agree suitable goals and timescales for improvement in an individuals performance.To try to resolve matters without recourse to an body of work tribunal.As a point of reference for an enjoyment tribunal should someone make a complaint about the way they have been dismissed? iniquity procedures are neededTo provide individuals with a course of action should they have a complaint which they are unable to resolve through regular communion with barrier manager?To provide points of contact and timescales to resolve issues of concern.To try to resolve matters without recourses to an employment tribunal.2.1 The legal position.The statutory procedures for handling discip cable television service and grievance issues introduced in October 2004 were widely, although the commissariat w ere only in force for less than five years, the statutory dispute resolution procedures were repealed in their entirety with effect from 6 April 2009 when the provisions of the employment act 2008 were implemented.From 6 April 2009 the key provisions governing discipline and grievances at work are to be found inThe custom Act 2008The Employment Tribunals (Constitution and Rules of Procedure) (Amendment) Regulations 2008 legion(predicate) other pieces of legislation cross refer to discipline and grievance issuesThe Employment Rights Act 1996 as amendedThe Employment Rights Dispute Resolution Act 1998The Employment Relations Act 1999The Employment Rights Act 2004.2.2 Disciplinary policy and practice in CPID.There are two type of disciplinary system may b usedCapability/performance and conduct2.3 Capability/performance.It is inevitable that at some stage all employers will encounter difficulties with the performance of their employees in the workplace. Many employers will have a spec ific capability procedure to deal with such matters. It is good practice and also more efficient that such issues are addressed informally, as and when they arise. Only when informal options have been exhausted and where there is no alternative should managers enter a more disciplinary or capability procedures.Situation where an individual in unable to do their job because of ill health may also fall into this category. In these instances an employee should be dealt with empathetically and offered support. However, unacceptable levels of absence could still result in the employer making the warning.2.4 Conduct.Employee misconduct could range from continued lateness, failure to follow a reasonable management instruction, holler of the organization computer system or internet access, bullying behavior or creating a hostile work environment, through to theft, fighting, and any other fell offences. The more grave offences may constitute gross misconduct.2.5 Stage of the process.If di sciplinary action is to be taken, it should always have tierce terms.LetterMeeting compendiumThere must always be a full and fair investigation.2.6 Record charge.All records should be kept as this will be vital should a case be taken to an employment tribunal. The type of records may b meeting, emails, attendance notes, telephone calls, and post etc.2.7 Handing disciplinary interviews.All line managers should be trained and supported so that they are able to carry out disciplinary meetings with their team. The HR department should be able to assist them by providing a source of advice on preparing for and conducting the interview and relevant legislation.The key points to consider areEnsure all the facts are investigated in advance.make sure the employee knows from the garner inviting them to the meeting why they have been asked.Make sure the individual has reasonable notice, ideally more than 72 hours, and that they have chance to arrange an appropriate exemplification if they wish.Provide appropriate statement from people involved in advance of the meetingMake sure another member of management can be there to take details notes.Never pre-judge the outcome of the interview before the hearing.Start the interview by stating the complaint to the employee and referring statement from people involved.Give employee opportunity to put forward their side of the story and call any supporting witnesses.Make use of adjournments always take a break to consider and support any extra information you need before reaching your decisiveness. You can alsotake breaks if things become heated or people are upset during the interview.Deliver the decision confirms review periods and ensures you give details of how to appeal.Confirm the decision in writing.2.8 Potential outcomes.2.9 No action.After the meeting, the employer may decide that no action is necessary. If an employee was unclear about what was expected from them and they agree to try to resolve the issue via additio nal support or counseling.2.10 Warnings.Alternatively, the employer may decide to give the employee a warning. An organizations policy should outline on the dot what warnings will be condition, but the following are examples of warnings organization may useVerbal/ oral warningFirst written warning/improvement noticeFinal written warning.First written warning 6 monthsFinal written warning 1 year2.11 Dismissal.There are shortly six potentially fair reasons for dismissal.Employers need to be sure that any decision to dismiss an employee will be seen as reasonable by an employment tribunal. The employer must follow the ACAS code prior to any dismissal and also have been fair overall, by complying with internal procedures, treating employees consistently and carrying out a straitlaced investigation.2.12 Grievance policy and practice.It is essential that grievances from employees are treated in the same fair manner and all line and senior manager must be familiar with their organisati on grievance procedure.There are a number of other factors to hear in mind when dealing with grievance concerning harassment.2.13 Handling grievances informally.Individuals should be encouraged to discuss ordinary, day to day issues informally with their line manager. This helps concerns to be heard and responded to as soon as possible.Where this has been unsuccessful, or circumstances make course for the individuals, then matters should be raised formally through the grievance procedure.2.14 Handling grievances formally.Employees should also be aware about formal route as well, this including,The three stages of the statutory procedure and any further elements of the organisations additional procedures.with whom to raise the complaint.Timescales within which the organisation will seek to deal with the complaint.Details of the stages of the grievance procedure.An employee should be given the right to be accompanied to grievance hearings by a colleague or trade union representative. As in disciplinary matters, record keeping is important and the ACAS CODE should be followed.2.15 CIPD VIEWPOINT.Ensuring that people are treated fairly and enabling them to work in a non hostile environment are important factors in the creation of a productive working environment. The CIPD believes that where possible employers and employees should seek to resolve most matters that arise in the course of the working relationship informally. This sorting of things makes easy to resolved minor concerns speedily without take any formal action. It also helps to reduce any personal embarrassment in discussing issues of concern.Disciplinary and grievance procedures are essential when informal are ineffective, or where they are inappropriate given the nature of the issue arising. These procedures can also helps to prevent unnecessary provide turnover and absenteeism. And also helps to avoid costly and time consuming tribunal cases.It is essential that those implementing these procedures have the necessary training and guidance to do so, in line not just with minimum legal obligation but also with that principle of fairness and natural justice that is why CIPD staff turnover very low and people raised most of time their issues informally3 References.ACAS. (2004) Disciplinary and grievance procedures. economy of Practice 1. London Acas.ACAS. (2009) Disciplinary and grievance procedures. Code of Practice 1. London Acas. Available at http//www.acas.org.uk/CHttpHandler.ashx?id=1047