Employment and Labor Relations Key Term Paper

Pages: 8 (2320 words)  ·  Bibliography Sources: 0  ·  File: .docx  ·  Level: College Senior  ·  Topic: Careers

SAMPLE EXCERPT . . .
A typical procedure might be to survey the employees. A standard, anonymous questionnaire is given each year to every employee. The questions are designed to gather information on job satisfaction. Results of the survey for each workgroup are calculated and returned to each manager. The goal of the survey portion of the process is to gather key data to help workgroups focus on their problems and opportunities.

In order to understand the meaning of the survey results, managers must solicit feedback from their workgroups. The goal of the feedback meeting is to identify specific concerns or problems, examine specific causes for these problems, and devise plans to correct these problems. The company must analyze the feedback it receives from the survey to determine which factors have the greatest impact on overall employee satisfaction and well being. It must also assesses the "drivers" of these feelings to determine which factors have the greatest impact on the company's ability to achieve its business objectives. It can then formulate and implement action plans to address these factors. Furthermore, it should conduct customized surveys and employs feedback mechanisms to measure the impact of the actions on the targeted factors.

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The outcome of the feedback meeting is a quality action plan. The quality action plan consists of clear, concise actions that will be taken to address employees' concerns. It is the manager's job to execute this plan and keep the workgroup involved throughout the entire year. If the results of the survey for a workgroup are considered "critical," the plan is submitted to the personnel department and carefully monitored by a personnel representative. A follow-up survey is done midyear in all "critical" cases to verify improvement.

Work Rules

Term Paper on Employment and Labor Relations Key Assignment

It is, perhaps, one of the most frustrating experiences in HR: You go to great lengths and expense to design compensation and benefits plans to keep employees motivated and happy, and, over time, employees come to expect them as their due. Privileges become rights, and perks lose their power to improve performance, which means that the benefits bar gets raised higher and higher. Expenses soar, eating into the bottom line. It is a phenomenon called "employee entitlement." It manifests itself in the workplace in many ways: the poor performer who asks for a severance package after being fired, employees who fail to meet sales goals but demand bonuses anyway, or employees who expect bonuses just for fulfilling the basic bullet points on a job description.

HR may be contributing unwittingly to this sense of entitlement by virtue of its own policies. Ill-conceived job descriptions, low performance expectations, compensation systems that are not closely aligned to company and individual performance, poor communication about merit increases or bonuses, and managers without the skills to give accurate performance reviews or to motivate employees appropriately - all of these characteristics contribute to a culture of entitlement.

The phenomenon of employee entitlement can be traced to a faulty "psychological contract" between the organization and the employee, says organizational psychologist Ben Dattner, president of Dattner Consulting LLC in New York. He says, "A psychological contract is an implicit understanding on the part of employees about what the employee contributes to the organization and what he expects from it in return."

To avoid creating an entitlement-rampant culture, make sure that compensation, benefits and perks are tied closely to performance, that there is consistency to these awards, and that subjectivity about performance is limited as much as possible. "This is part of HR's general challenge," says Dattner. "Selection, promotion and compensation should all be based on transparent criteria, and it should be as objective and as fair as possible."

Effective Communication of Laws, Regulations and Organizational Policies

An employee handbook (or employee manual) details guidelines, expectations and procedures of a business or company to its employees. Employee handbooks are given to employees on one of the first days of his or her job, in order to acquaint them with their new company and its policies. While it often varies from business to business, specific areas that an employee handbook may address include a welcome statement, which may also briefly describe the company's history, reasons for its success and how the employee can contribute to future successes. It may also include a mission statement, or a statement about a business' goals and objectives.

Orientation procedures usually involves providing a human resources manager or other designated employee completed income tax withholding forms, providing proof of identity and eligibility for employment (in accordance with the Immigration Reform and Control Act of 1986), proof of a completed drug test (by a designated medical center) and other required forms. An area devoted to definitions of full- and part-time employment, and benefits classification also describes timekeeping procedures, such as defining a "work week." This area may also include information about daily breaks, for [END OF PREVIEW] . . . READ MORE

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