© 2004 by prentice hall terrie nolinske, ph.d. 13 - 1 developing employee relations 13
TRANSCRIPT
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
13 - 1
Developing Employee Relations
13
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
13 - 2
Challenges
• What are examples of programs used to
facilitate employee communications?
• How can employees use various appeals procedures to challenge management actions?
• How can managers use employee assistance programs effectively?
• What are examples of technological innovations that facilitate dissemination of information?
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
13 - 3
Employee Relations Rep
Member of HR who• ensures policies are followed• consults with supervisors
• consults with employees
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Employee Relations Policy
• Communicates management’s thinking about employee-related matters
• Prevents problems in workplace from becoming more serious
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Communication Process
Sender Receiver
(encodes message) (decodes message)
Barriers
(noise)
Feedback
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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How to Communicate Feedback to Employees
• Focus on specific behaviors• Give feedback at appropriate time / place• Focus negative feedback on behaviors
that can be controlled by employee
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Downward Communication…
allows managers to implement
their decision and
to influence employees lower
in organizational hierarchy
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Upward Communication…
allows employees at
lower levels
to communicate
ideas and feelings
to higher-level decision makers
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Information Dissemination
• Employee Handbook
• Written Communications• Memos• Financial Statements• Newsletters• Bulletin Boards
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Information Dissemination (cont’d)…
Audiovisual Communications• Video Presentations• Teleconferencing
Electronic Communications• Voice Mail• Electronic Mail
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Information Dissemination (cont’d)…
• Meetings• Retreats• Informal Communications
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Employee Feedback Programs Employee Attitude Surveys
To what extent are you satisfied with...
1. pay and bonus
2. chance to get a promotion
3. respect from management
4. morale of my division
5. responsibility to do work
HighlySatisfied Satisfied
HighlyDissatisfied
X
X
X
X
X
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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• Allocation of overtime • Warnings for safety rule violations• Size of merit pay increases• Specification of job duties• Employer’s reimbursement for
claims filed by employees• Performance evaluations
Management Actions Commonly Appealed
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Employee Feedback ProgramsAppeals Options
• Open door program• Speak-up program• Grievance panel – non union firms• Union grievance procedure
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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International Comparisons of Employee Satisfaction
Sw
itze
rla
nd
Me
xic
o
Ge
rma
ny
U.S
.
Fra
nc
e
Sin
ga
po
re
Ho
ng
Ko
ng
Ja
pa
n
82%72%
66% 65%58% 53%
43%31%
Per
cen
t S
atis
fied
wit
h C
om
pan
yas
an
Em
plo
yer
100%
0
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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A troubled employee may have…
1. excessive absenteeism patterns
2. poor judgment and bad decisions
3. unusual on-the-job accidents
4. involvements with the law
5. deteriorating personal appearance
6. problems relating to other people
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Employee Assistance Program (EAP)
EAP counseling
Employee refuses help;is terminated if problem has significant impact onwork
Treatment unsuccessful; employee is terminated.
TreatmentProblem solved;
employee keeps working or, if on leave, returns to work
Identify troubled employee:
•Self - id
•Supervisor id
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Employee Recognition ProgramSuggestion Systems
• “Suggestion evaluation committee” evaluates suggestions; explains to employees why some suggestions have not been used
• Implement accepted suggestions immediately and give credit to the suggestion’s originator
• Make value of reward proportional to suggestion’s benefit to the company
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Employee Recognition SystemsEmployee Awards
• Give public credit to people or teams who make outstanding contributions
• Can be initiated by anyone
• Celebrates team or individual success
• Encourages organization members to
work toward the organization’s goals
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Some employees feel uncomfortable when
recognized in a public way. As a manager,
how would you work with HR staff to design
an employee recognition program for your
Department, taking into account recognition
for both individuals and teams.
• Case