Developing Employee Relations - Literature review Example

DEVELOPING EMPLOYEE RELATIONS More than a cliché, it’s indeed the human resources of any organization that constitute its greatest asset. For, no matter how one looks at it, an organization is dependent on the performance of its employees. To derive an optimum level from the employees, there are available measures that may be taken by the management and, in particular, by the human resource personnel. And, one of these measures is to devise an effective employee relations program. The role of manager and of employee relations specialist Broadly understood, employee relations is about the relationship between the management of the organization and the staff as a whole. While it is common to find literature maintaining that it is for the small and/or non-unionized organizations, this paper posits that employee relations is a managerial concern regardless of whether the context is unionized or not. This is because in whatever context the manager still decides, say, how the organization is going to communicate with its staff, or makes the resolve about the extent to which its staff may share in the management of the organization (see McCourt & Eldridge 2003, pp. 5-6). Thus, because employees relations focuses on and maintains the balance between the needs of the individual employees and, at the same time, manages the relationship between the employee and the needs of the larger organization (Christensen 2006, pp. 54) – hence, affecting the bottom line, so to speak (see Nottingham 2008) – the manager and the employee relations specialist are “salaried guys with two hats” (Erwing 1989, pp. 246). They are expected to effectively serve the dual role of being an employer advocate and an employee advocate (Nottingham 2008; for discussion on the complicated nature of employee relations, see Strayer 2005, pp. 115-116). And these roles – insofar as they intend to maintain quality employee relations – take time, effort and skill. To realize these roles, there are tendencies and behaviors that may be adopted by the manager and the employee relations specialist. Communication needs to be on-going, and kept two-way process which fosters positive relationship between the parties. And open communication brings to the fore the expectations of both parties. Trust must be extended, too, by each party as it provides the over-all basis for the entire process. Ethics must be observed – otherwise parties would doubt each other. Fairness dictates that there managers do not play favoritism. Too, while conflicts are always bound to happen, the manager and the employee relations specialist are role models in managing conflicts so they do not get out of hand (see Nottingham 2008). Employee communication As in all human relationships, employee communication – or the continuous process of skillful sending and receiving of message by the supervisor to and from the staff (see Bittel & Newstrom 1990, pp. 290) – is very important for it affects the performance and bond or rapport between the management and the staff (see Holtz 2004, pp. 5-7). In fact, failure of communication between the management and the personnel may result to employee turnover and withdrawal, stifled innovation, poor customer service resulting to dissatisfaction by the customers, higher product defect rates and lack of focus on business objectives. But, when employees in particular are kept openly and honestly informed on aspects of their job and the business especially those that have bearing on them personally, they are able to empathize with the management (see Effective Communication in Workplace 2010). For the purpose of this paper, it may be said that effective communication between the management and the staff would greatly contribute to quality employee relations. The manager and the employee relations specialist particularly need to be always conscious that employees would want to know quite well the organization and their specific jobs (Effective Communication in Workplace 2010). Understandably, they need to know better the other party to which they are relating. And, observably, this first communication need is predominantly concentrated on by managers. This would eventually lead to their mastery of the practical skills that are required to do their job very well (Effective Communication in Workplace 2010) – which, in a way, is possible mainly after the employees’ preceding communication needs are met. Similarly important, though, is the need to communicate to the employees the feeling that they belong to the organization and that their worth is recognized and valued. Hence, employees are made to feel that they are being listened to, respected and trusted. This third need is what makes employees distinctly human and actually serves as impetus for them to seek outstanding achievement both in the workplace and outside of the work. Unfortunately, it is this dimension that employee communications are always most lacking (see Effective Communication in Workplace 2010). And, these communication needs are met at four fundamental levels: organization-wide communication involving all employees; departmental communication, which is specific to one department or unit; team communication that is within one cohesive team or group; and, individual communication that is specific at any one time. Usually, communication works effectively at the higher levels, but fails miserably at the more local level (Effective Communication at Workplace 2010). Thus, it is always encouraged that effective intra-organizational communications be always aimed at through various means, such as: information dissemination programs; distribution of official instruments such as Employee handbook, memoranda and financial statements; institution of employee feedback mechanisms and assistance programs; and the use to the hilt of the modern communication media (e.g., emails, mobile phone, etc.). Employee recognition program Now, positive regard of employees does not mean that they are just going to be a communication partner to the management. Definitely, it is going to make the quality of employee relations much better should employees be recognized for at least what they can offer and what they actually do. Suggestion system is a formal scheme by which workers are encouraged to offer ideas to improve the organization. It is precisely a formal channel for workers’ ideas as to how the organization and their performance may be improved. As such, it offers motivational gains that result to increase of productivity, encouragement of employees’ participation in the management of the organization, and fostering of better management-labor relationships in companies. Essentially, it is a program that recognizes the employees since it breaks the former belief that it is only the managers who can think positively and usefully for the organization (see Aminuddin 2007, pp. 219-225). If suggestion system is recognition of employees for what they can offer, recognition award is an acknowledgement of what they actually do. As a tool, it is sometimes under-utilized in as far as retention of workers in the organization is concerned. This is because recognition and reward are very often seen as expense, and not as an investment (Hastings 2009). Recognition reward does not always mean monetary award. For a manager may simply appreciate people for their individual talents, skills and diversity of thought, create an atmosphere that fosters good relationships at all levels, really listen to what employees have to say, recognize accomplishments with timely recognition – even if it’s only a “thank you,” outline clear performance expectations, celebrate successes as they occur, and share ownership for goals and achievements (Hastings 2009). What matters is that recognition rewards are able to satisfy different workers’ needs, and it is able to link the awarded behaviors of the workers to specific job performance goals (Hastings 2009). Conclusion Finally, employee relations is a complicated balancing act to do. However, the management and its business interest will be served sustainably when time and effort are devoted to develop and maintain long lasting and positive relationships with their individual and collective workers. Time and again, this has been proven by studies and researches, and more convincingly by the experience of successful businesses. References: Aminuddin, M. (2007). Human resource management, 5th ed. Selangor: Oxford Fajar Sdn. Bhd. Bittel, L.S. & Newstrom, J.W. (1990). What every supervisor should know: The complete guide to supervisory management, 6th ed. New York: McGraw-Hill. Christensen, R. (2006). Roadmap to strategic HR: Turning a great idea into a business reality. New York: American Management Association. “Effective communication in workplace,” 2010. Retrieved from http://www.businessperform.com/workplace-communication/workplace_communication.html Ewing, D. (1989). Justice on the job: Resolving grievances in the non-union workplace. Boston: Harvard Business School Press. Hastings, R. (2009). A strategic approach to recognition. Retrieved from http://www.shrmindia.org/strategic-approach-recognition Holtz, S. (2004). Corporate conversations: A guide to crafting effective and appropriate internal communication. New York: American Management Association. McCourt, W. & Eldridge, D. (2003). Global human resource management: Managing people in developing and transitional countries. Northampton (MA): Edward Elgar Publishing, Inc. Nottingham, N. (2008). Employee relations: A manager’s vital role. Retrieved from http://www.hrtools.com/insights/nancy_nottingham/employee_relations_a_managers_vital_role.aspx Strayer, S. (2005). Vault guide to human resources careers. New York: Vault, Inc. Read More