gomez_mhr05_im_13 - Chapter 13 Chapter 13 Developing...

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Chapter 13 Chapter 13 Developing Employee Relations CHAPTER OVERVIEW (PPT 13.1- 13.3) This chapter addresses the importance of effective employee relations. It explores the roles of managers and employee relations specialists, and it describes how they should work to coordinate an employee relations program. This chapter also presents a model of how communication works. Moreover, it explores specific policies that give employees access to important company information as well as those which provide feedback to top managers. Lastly, the chapter examines some programs for recognizing employees' contributions (both individual and team) to company goals. ANNOTATED OUTLINE I. The Roles of the Manager and the Employee Relations Specialist (PPT 13.4) Although managing employee relations is the responsibility of all managers, effective employee relations requires cooperation between managers and employee relations representatives. Employee relations specialists are members of the HR department who act as internal consultants to the business. They try to ensure that company policies and procedures are followed and advise both supervisors and employees on specific employee relations problems. Employee relations policies are designed to provide channels for resolving such problems before they become too serious. Employee relations representatives may also develop new policies that help maintain fairness and efficiency in the workplace. The client in this situation may be a top manager requesting assistance in drafting a new policy on smoking in the workplace or the hiring of employees' spouses. II. Developing Employee Communications (PPT 13.5- 13.6) The effectiveness of employee relations management is directly related to the quality of an organization's communications. When supervisors are familiar with employment policies and employees are aware of their rights, there is less opportunity for misunderstandings to arise and 181
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Part Six productivity to drop. As organizations have delegated more responsibility and decision-making authority to employees (who are closer to the customer), their need to access information has increased substantially. A. Types of Information Two forms of information are sent and received in communications: facts and feelings. Facts are pieces of information that can be objectively measured or described. Examples are the cost of a computer, the daily defect rate in a manufacturing plant, and the size of the deductible payment of the company-sponsored health insurance policy. Feelings are employees' emotional responses to the decisions made or actions taken by managers or other employees. Organizations need to design communication channels that allow employees to communicate facts and feelings about specific aspects of their jobs. B.
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This note was uploaded on 03/22/2009 for the course MANAGEMENT 5689-9856 taught by Professor Nialamnu during the Fall '08 term at Indiana State University .

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gomez_mhr05_im_13 - Chapter 13 Chapter 13 Developing...

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