THE SANCTION FUNCTION IN PUBLIC PERSONNEL MANAGEMENT 5
Synthesis/ summary: The Sanction Function in Public PersonnelManagement
Summary of chapter 13: Organizational Justice
In chapter thirteen, Organizational Justice, Klingner,Nalbandian and E Llorens, in Public Personnel Management: Contextsand Strategies, Sixth Edition, start by stating that publicservice permanent employees should not be hired on the basis of theirpolitical affiliation. According to the Department of Justice of theUnited States, the hiring process in the public sector should be freefrom political influence. According to the authors of the chapter,organizational justice emanates from the sanction function, which goahead and define as the relationship between the employees and theemployer (Klingner et al, 2010). Employees have expectations thatthey expect from their employers and must fulfil certain conditionsso that their expectations can be met. According to the authors, thelaws of relationship between the employer and the employees arelargely established through collective bargaining agreements betweenthe employer and the union of employees. It has been cited in thechapter that the Federal Government and the various state and localgovernments have laws that establish the expectations of theemployees, as well as those of the employers (Klingner et al, 2010).
According to Klingner and associates, in order to maintain theemployee and employer expectations and obligations, there aredisciplinary measures that are carried out by the employer and thereare grievances that are aired by the employees over the conduct ofthe employer. The authors are quick to note that the need to maintainthe expectations only arises when either of the parties bleaches thecontract that was signed during the hiring process. According to theauthors of this chapter, it is clear that organizational justice isachieved when there is a balance between the expectations and theobligations of both the employees and the employers. Klingner andassociates suggest that the civil service systems were developed inearlier centuries to ensure that employees’ rights were protectedfrom the influence of political pressure. The authors have alsopointed out that affirmative action personnel systems are systemsthat seek to ensure that there is social equity and by extension thathuman rights are protected.
Klingner and associates have also pointed out to three main issuesthat affect organizational justice. The issues are the aspect ofoutsourcing, at-will employment and the effects of outsourcing toemployees’ constitutional rights. According to the authors,employees have some rights, which are constitutional, and thereforethey cannot be denied. The authors have also pointed out that whereasmanagers are more concerned with the organizational needs, judges mayconcentrate more on the individual employee rights. Klingner andassociates have also suggested that public employees have the rightof freedom of speech, as long as what they are advocating for isfighting for the rights of the public. The authors argue that thepublic service employees have the right to associate in order toadvocate for their rights effectively. The process of hiringemployees based on their political affiliations is discouraged by theauthors. This is, however, the system that is advocated for thepolitical system of the civil service (Cheminais, 2008).
Klingner and associates continue to point out that employees in thepublic sector tend to have more constitutional rights than theircounterparts in the private sector. It is also evident from thereading that employees tend to have less human rights than thecontemporary humans who are not working in the mainstream sector. Inthe eyes of the employees, fairness constitutes the way they aretreated by their managers and their supervisors. The managers and thesupervisors have the responsibility of setting an environment thatindicates that there are adequate channels through which theemployees can air their grievances. The authors have also pointed outto procedural justice, which are the policies that are put in placeto ensure that rewards and punishments in an organization areconducted fairly. According to the authors, non-performing employeesshould counseled before any disciplinary action is taken againstthem. The authors argue that disciplinary measures should be effectedas the last resort. However, if an employee is involved in a violentact such as fighting, the employer must take disciplinary actionimmediately.
Klingner and associates have also argued that there should beinternal procedures to handle employees’ grievances. This wouldensure that employees do not go ahead and make claims ofdiscrimination and mistreatment (Hogan, 2006). According to theauthors of this chapter, it is the responsibility of the manager andsupervisor to ensure that there are policies and clear procedures inplace to effectively handle employee grievances. Privacy andtechnology have been cited as critical issues in the public sectoremployment (Klingner et al, 2010). The authors have argued thatpublic sector employees are at a more risk of privacy concerns thantheir counterparts in the private sector. Klingner et al havecontinued this chapter by arguing that sexual harassment is notacceptable in the workplace and that it should not be used to bringabout unfair treatment of some employees. It is also apparent thatthe whistleblowers, who expose evils in organizations should beprotected by the law.
Although the chapter has used various aspects of the law, ithas been evidently clear that the aspect of sanction function hasclearly been defined and discussed. The chapter was captivating toread, especially when covering the various cases that have been citedin regard to the rights of employees and those of employers. Thechapter has also given a clear comparison of the rights of the publicsector employees and those in the private sector.
Cheminais, J. (2008). The fundamentals of public personnelmanagement. Kenwyn: Juta
Hogan, S. O. (2006). The judicial branch of state government:People, process, and politics. Santa Barbara, Calif: ABC-CLIO.
Klingner, D.E, Nalbandian, J., and Llorens, J. (2010). PublicPersonnel Management: Contexts and Strategies (6th Edition). NewYork: Longman/Pearson