Transcript 16-231-Nov19

November 19
Positive Employee
Relations
© 2001 by Prentice Hall and Anne S. Tsui, 2002
13-1
The Course: HRM Activities
HR planning
Attract
Global HRM
Retain
Employee
Relations
Job designing
Motivate
Hiring
Training
Career Planning
Benefits
Paying
Rewarding
Evaluating
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-2
Learning Objective – at the
end of this topic, you should be
able to:
 Explain positive employee relations to a manager and how
it can contribute to business goals.
 Describe the three types of employee relations programs,
how they differ and the goal of each.
 Explain why managing the communication process is key
to positive employee relations
 Justify the importance of employee assistance programs
in helping employees deal with personal problems that
may interfere with job performance.
 Distinguish the role of employee relations representative,
relative to supervisors and top managers in maintaining a
positive employee relations culture in a firm.
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-3
Positive Employee
Relations exists when:
 Employees are treated fairly and consistently,
with dignity and respect
 Employees have a channel to voice their
concerns and grievances
 Employees have assistance on dealing with
job or personal problems that affect their work
 Employees are informed of changes in
business that affect them
 When there is two-way communication
between employee and employer
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-4
Positive Employee
Relations Will Result in:







A well informed and confident work force
High employee commitment to the firm
Timely resolution of employee problems
Less grievances and complaints
Suggestions on ways to improve operations
Trust in management
High morale among employees
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-5
Three General Types of
Employee Relations
Programs
 Information Dissemination
Programs
 Employee Feedback Programs
 Employee Assistance Programs
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-6
Roles and
Responsibilities in
Employee Relations
1.
Employee Relations Representatives or officers
a. internal consultant to supervisors
b. an objective advisor to employees
c. an expert on communication issue
2. Supervisors – recognize when help is needed
3. Top managers – set up philosophy, policies, and
serve as role models
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-7
The Communication Process
within an Organization
Noise
Communication
Channel
Sender
(Encodes Message)
Receiver
(Decodes Message)
Feedback
Noise
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-8
Communication is Key to
Positive Employee
Relations
 Keep message clear and simple
 Repeat it many times
 Use multiple channels
 Feedback to ensure message
received is same as message sent
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-9
Information Dissemination
Programs
 Employee Handbook



Benefits
Important rules and procedures
Employee rights and responsibilities
 On going Communications



Memos – changes in policies/procedures
Financial statements and business plans
Newsletters and Bulletin Boards
 Electronic methods


Email
Intranet
 Informal methods


MBWA
Beer parties
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-10
Employee Feedback
Programs
 Employee Attitude Surveys
 Appeals Procedure
 Open door policy
 Speak up program
 Suggestion systems and recognition
programs
 “Email to the top”
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-11
Excerpt from an Employee Attitude
Survey
To what extent are you satisfied with...
Highly
Satisfied
1. my pay and bonus
1
2. my benefits —overall
1
3. my chance to get a promotion
or a better job
1
4. having a sense of well-being
on the job
1
5. the respect and recognition
I receive from management
1
6. my job security
1
7. the morale of my division
1
8. the degree of responsibility
and autonomy I have in
doing my work
1
9. the opportunity to have my
ideas adopted
1
10. working with highly talented
capable people
1
11. interdivisional cooperation
and communication
1
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
Highly
Dissatisfied
4
5
4
5
2
2
Satisfied
3
3
2
3
4
5
2
3
4
5
2
2
2
3
3
3
4
4
4
5
5
5
2
3
4
5
2
3
4
5
2
3
4
5
2
3
4
5
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International Comparisons of
Employee Satisfaction
Where Workers Are Happy
Percent Satisfied with Company
as an Employer
100
0
82%
72%
66%
65%
58%
53%
43%
31%
Switzerland Mexico
Germany
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
U.S.
France Singapore Hong Kong
Japan
13-13
In Class Exercise 10: The problem in
the use of email in developing a
positive ER (Does Email Decrease
Employee Productivity?)
Read case 13.2 on page 452, chapter 13
Answer these questions:
1. What kind of communication is suitable for the
use of email in developing a positive ER?
2. Based on the communication process, what
should be done to ensure effective
communication on email?
3. What kinds of training should be given to
employees and managers on the use of email?
Outline the learning objectives of such a training
program and propose the content.
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-14
Employee Appeals Procedure
 Also known as “due process” – a
procedure to allow for employee to have
a fair hearing about an outcome
 Fair procedure is often more important
than a fair outcome
 Employees are willing to accept an
unfair outcome if the procedure is fair
 This is known as “Procedural Justice”
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-15
Employee Assistance Program
(EAP)
A company-sponsored program that
helps employees cope with personal
problems that are interfering with
their job performance.
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-16
An Employee Assistance
Program
Step 1
Step 2
Step 3
Problem solved,
employee continues to work
EAP counseling
Identify troubled
employee
• Selfidentification
• Supervisor
identification
Step 4
Problem solved;
employee continues to work or,
if on leave,
returns to work
Treatment
Employee refuses
to seek help and
is terminated if
problem has a
significant negative impact on
work
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
Treatment unsuccessful;
employee
is terminated
13-17
Possible candidates of EAP:
1.
Excessive absenteeism patterns:
2.
Unexcused and frequent absences
4.
Tardiness and early departures
5.
Problems with co-workers
6.
Causing injuries to other employees through negligence
7.
Poor judgment and bad decisions
8.
Unusual on-the-job accidents
9.
Deteriorating personal appearance
10. Inappropriate discussion of personal problems
with customers
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-18
Thinking Questions on
Developing Positive Employee
Relations
 What is employee relations and why is it important for a
company?
 Employee relations sometimes deal with very sensitive
issues. How can such matters be handled well by
supervisors and ER officers?
 What are the major approaches for developing a positive
employee relations culture?
 What is procedural justice and how does it relate to an
appeal procedure? Why is it important?
 Why do most companies have an Employee Relations
Representative? Isn’t it the supervisor’s job to deal with
employee relations?
© 2001 by Prentice Hall and Anne S. Tsui, 2002l
13-19