Kostecki 1 Justin Kostecki Human Resources: Regulating Behavior in Employee Handbooks Genres are unstable; they are constantly

moving and changing, being picked apart and reworked, torn down and built back up. Entire genres are shaped by the audience, past events, and the people within that particular discourse community. Ultimately, these three factors along with many more make up the social context that genres rely so much upon. Knowing the social context in which a genre is written helps in accomplishing the goal of the proposed writing (Dirk, 253). Take for instance employee handbooks. These are written by human resources departments to order to communicate everything that encompasses the company from insurance plans to unauthorized polices. These handbooks have been adapted overtime to incorporate new bills passed by congress as well as new technological inventions. Fifty years ago an employee handbook likely wouldnt have a section for procedure following sexual harassment. The same handbook certainly wouldnt contain a policy against cell phone use during work hours. What has remained constant through the history of employee handbooks is their goal: protecting the company itself as well as its employees. By assessing the Associate Conduct section of the employee handbook created for Stanley Electric, I plan to focus on how behavior is regulated by the writing. Surely there is a system of checks in place by the company to socially hold employees responsible for their actions, but exactly how does the handbook build a foundation for this enforcement? I also plan to address how written warnings contribute to the same idea of regulating behavior. In the field of human resources, one of the most important pieces of rhetoric any professional will write is the company handbook; a manual filled with everything an employee

Kostecki 2 would need to know to fulfill the companys expectations. Employee handbooks differ greatly from one another in terms of composition, credited mainly to the varying interests of the companies, however they still employee one constant element: employee conduct. This section outlines the behaviors or actions that the company deems unacceptable for the work environment. Human resource departments are constantly changing the handbook to appeal to the interests of all employees as well as the company. From the Conduct section, the idea of how behavior is regulated is one of the more important concepts to consider when analyzing such a piece of writing. Behavior is regulated differently by each company, but most follow a process of verbal warning for smaller, first-time offenses then moving to a written or documented warning for second-time breaking policy before lastly considering discharging the employee for more severe or recurrent offenses. Ultimately, the goal in this section of the handbook is to protect the employees and the company by informing associates what behaviors are unacceptable in the work environment. Most of the policies listed are for the protection of all employees, such as sexual misconduct. Although, some of the policies are set by the company in order to protect their agreement with potential employees that they will complete the work they are being paid to. The way in which different human resource departments structure and phrase their misconduct sections can ultimately change how the audience views not only the company, but the department themselves. Human resources handles almost all interactions with employees from a company perspective. They recruit possible employees; they are a resource for employee benefits; they protect the relationship of the company and the employee. From an employee perspective, human resources could be the person that offers you a job, but they could be the same one to

Kostecki 3 discharge you. As far as larger companies go, there is typically a team of individuals invested in human resources. Some may be Generalists and perform several very different duties as a part of their job. Others may be Specialists, focusing on one aspect of the human resources position. For Stanley Electric, their employee handbook lists all the policies in a section titled, Associate Conduct and Corrective Guidance. What is important to take away from the section is the emphasis on Corrective Guidance before any policies are even mentioned. This best relates to Anne Beauforts argument stating reading the social context behind a particular piece of literature is important for understanding its goal and ultimately reciprocating it in the future (186). The company is owned and operated out of Japan and therefore the employee handbook is influenced a great deal by Japanese culture. The Japanese believe heavily in self-disciplinary acts, as conceptualized in the act of seppuku. Even in an employee handbook written by American employees for American employees, this influence is brought out strongly within the first sentence of the section. It reads, It is our sincere hope that the publishing of these Plant Rules will be sufficient to alert Associates as to the conduct expected and that the exercise of self-discipline will prevent any necessity for initiating corrective action (61). It is in this sentence that the goal of the piece is realized. To prevent the company from having to teach what behavior is unacceptable, the Associate Conduct and Corrective Guidance section explains for the employee to, first, rely on their own self-discipline and, second, review the offenses as to prevent to committing them in the future. The introductory sentences explains how the employee is solely responsible for their actions, but reminds them that they will be guided back or corrected along the right path previously designed by human resources and the company. This, again, is a direct relation to Beauforts argument of the importance of values within the discourse community (186). Although, in this case the discourse community is all Stanley Electric

Kostecki 4 employees with a Japanese cultural influence. This message and the unique way in which it is phrased helps contribute to the idea of human resources serving the people, which is the goal of the entire field. Stanley Electric chose to introduce the concept of employee misconduct by the degree of severity. The human resources department chose to place the most extreme offenses, severe enough to result in a discharge only after one occurrence, first. From there, the department acknowledges that some behaviors are considered less severe, yet can carry the same weight or have even higher consequences depending on the situation. Some cases will require different attention than others, but an important detail such as that could cost the company a loss from legal fees. It balances the protection of dignity and rights for employee as well as the interest of the company. This idea is discussed in Navigating Genres by Kerry Dirk. She talks about how structure and word choice can change the credibility of some writings. Stanley Electric wants to identify themselves as strong entity, but also one that cares about the safety of its employees. By structuring the Associate Conduct section in this particular way, the piece contributes to the goal aspired by the human resources department. The importance between verbal and written warnings is vital in the field of human resources. Each written warning is a document of a specific behavior that was deemed unacceptable. The format of a written warning is fairly straight forward: announce why the person is receiving the written warning, what policy was broken, when the incident took place, and finally a reminder of what consequences may occur if the behavior continues. Usually, these types of writing are sent through emails. Depending on the writer, they can be fairly nonconfrontational because that is not the goal of the writing. The goal for Stanley Electric is to correct the behavior of the employee. Written warnings are in a sense a great example of

Kostecki 5 dynamism. For a company to operate efficiently, employees must be held to a certain standard. That standard is established by the handbook, but in order to document misconduct written warnings were created not only for the benefit of the company, but the employee as well. They might have never read the handbook and simply didnt know what they were doing was deemed unacceptable by the company. The format of the written warning certainly aids the human resources department in reviewing cases of individuals accused of misconduct and was likely developed overtime for this purpose. There is a great deal to be learned from Stanley Electric and how they regulate behavior. With an emphasis on self-discipline and a corrective guidance view of addressing employee misconduct, regulating behavior, from a psychological perspective, is seen as less of a process and more as suggestion. Although, the audience is aware of this, there is still a more nurturing tone about Stanleys misconduct policies. This balance of seriousness and caring is catered for the audience, the everyday employee. Keeping consistent with their goals, Stanley Electrics human resources department achieved a piece of writing that placed the power in their hands, but the responsibility in the employees all the while being perceived less confrontational than it could have been. The skills these authors have honed over the years, rewriting and drafting new employee handbooks each year, builds on their knowledge base and make the genre stronger. The job may never be fully complete, but behavior will always be regulated thanks to the handbook.

Kostecki 6 Works Cited Beaufort, A. (1998). Transferring writing knowledge to the workplace, are we on track? In M. S. Garay & S. A. Bernhardt, Expanding literacies: English teaching and the new workplace (170-199). New York, NY: State University of New York Press. Dirk, K. (2010). Navigating genres. In Writing spaces: Readings on writing (Vol. 1). (249-262). Anderson, SC: Parlor Press. Stanley Electric U.S. Co., Inc. (2013). Associate Handbook. (61-65).

Kostecki 7 Appendix

Solicitation and Distribution You are not permitted to distribute any written or printed material for political, charitable or other purposes at any time in working areas of our facility. You are not permitted to solicit any other person, whether an associate or visitor, on behalf of any third-party organization during a time when either you or the other person are supposed to be actually working. Solicitation is allowed during non-working times such as breaks or lunch periods, and distribution of material is permitted during non-working time in non-working areas of our facility. Associate Conduct & Corrective Guidance It is our sincere hope that the publishing of these Plant Rules will be sufficient to alert Associates as to the conduct expected and that the exercise of self-discipline will prevent any necessity for initiating corrective actions. Mature, professional and harmonious conduct is what we expect and seek to promote among everyone who works at Stanley Electric U.S. In all cases when it becomes necessary to implement corrective action, Stanley Electric U.S. leadership will attempt to do so in a manner that is constructive and preserves each individuals dignity. Examples of unacceptable behavior, which will result in positive corrective guidance, are set forth on the following pages. Violations of the following rules will result in disciplinary action up to and including possible discharge from employment: First Offense: 1. Carrying, possession or being under the influence of intoxicating beverages or narcotics on the job or on Company property,

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2.

Stealing, or attempting to steal property from any individual on Company premises or stealing or attempting to steal property from the company. Immoral or indecent conduct and violation of the companys harassment policies. Falsification of information on job application, application for leave of absence, time records, production records, quality records, or any company records, documents or data recording systems. Bodily assault to any person on company property. Leaving the company premises without authorization and/or notification after reporting to work. Repeated violation of the plant rules. Failure to open for inspection anything capable of concealing company property upon request when leaving company property. Possession of weapons on company premises at any time. Threatening, intimidating, coercing, or interfering with associates, supervision, or others while on company property. Willful violation of safety rules or the inability to perform job because of impaired condition resulting in injury or potential injury to yourself or others.

3. 4.

5. 6. 7. 8. 9. 10.

11.

Violations of the following rules can be as serious as those listed above, but are usually considered less so. Accordingly, violation of these rules will result in the disciplinary action described below,

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depending upon the seriousness of the circumstances and the degree of the associate's wrongful intent: First Offense Written reprimand, up to and including possible Discharge from employment. Second Offense Disciplinary suspension or Discharge. 12. 13. Misuse, abuse or destruction of Company property or any property on Company premises. Violation of safety rules including the wearing of required personal protection equipment, established safety methods and safe work practices. Refusal to follow Coordinator or Manager instructions. Abusive or inappropriate language to any associate. The uttering or publishing of false, vicious, or malicious statements concerns the company or any Associate of the company. Smoking in the building or in non-designated areas. Carelessness or inattention to job duties resulting in faulty work, scrap, damage to equipment or injury. Restricting output or intentional slowdown of yourself or others, including the coercion or intimidation of fellow Associates.

14. 15. 16.

17. 18. 19.

Violation of the following rules will result in disciplinary action as described below, depending upon the specific circumstances and again, the degree or wrongful intent.

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First Offense Verbal or Written Reprimand Second Offense Written Reprimand or Disciplinary Suspension Third Offense Disciplinary Suspension or Discharge 20. Unauthorized absence from the assigned work place during work hours. ASSOCIATES: - Solicitation or gambling by associates during your working time or during your non-working time from others who are working is prohibited. This includes asking for donations, buying or selling chances, placing of orders for merchandise, the selling of subscriptions or tickets or solicitation of contributions, or memberships. In addition, the distribution by any Associate of written or printed matter is prohibited (a) during the Associates own working time*, (b) during non-working time to others who are working or (c) during non-working time in work areas. NON-ASSOCIATES: Non-Associate distribution or solicitation anywhere on Company property at anytime is strictly prohibited. * Working time is defined as that period during your work shift when you are expected to be performing work. Thus, working time refers to that period during the shift other than meal or rest periods. 22. 23. Running, scuffling, or throwing articles or horseplay of any kind on Company property. Failure to accurately complete and turn in work orders daily.

21.

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24. 25. 26. 27. 28. 29.

Leaving early and/or failure to be at the assigned work area at the start and end of shift, breaks or meal times. Failure to report work related injury or illness promptly to supervision. Failure to meet production standards established by the Company. Unauthorized posting, removing or defacing of any form on bulletin boards or Company property. Littering or contributing to poor housekeeping, unsanitary or unsafe conditions on plant premises. Conducting personal business during working hours including making and/or taking phone calls of a non-emergency nature, texting, listening to music or accessing the internet, without permission from your supervisor. Entering the facility at times other than your regularly scheduled shift hours without prior authorization from the Company. Wasting time, loitering, sleeping or doing personal projects on Company property during working hours. Visiting other work areas without permission during time you are supposed to be working. Failure to promptly report absence from work. Failure to clock in when entering the building for work or failure to clock out when leaving at the conclusion of the shift or leaving the premises during your shift.

30. 31. 32.

33. 34.

Kostecki 12 35.

Reading of non-work related materials during working time such as newspapers, magazines, books, electronic devices, etc. Parking in unauthorized areas. Failure to clock out and in when leaving the company premises for lunch or break.

36. 37.

Associate Warning Notice

June 21, 2013 To: John Doe Associate # 123 Re: Written Warning You are receiving this Written Warning for violation of rule # 29, Conducting personal business during working hours including and/or taking phone calls of a non-emergency nature, located in the Stanley U.S. Associate Handbook on page 65. On 6/20/13, you were observed by your Coordinator texting at your machine. You have been verbally warned about this in the past. As a result of this violation, you are receiving this Written Warning. If you are found in violation of this rule again during the next 12 months, you will receive a Disciplinary Suspension. Thank you, _____________________________
Manager Signature

_____________________________
Human Resources Signature

_____________________________
Associate Signature cc: Associate, Manager Original signed to Personnel File Date