Employment and Labor Relations

What position/positions in your organization are accountable for work place relations in your organization? What impact do they have? What programs are in place to impact relations at work? Provide specific examples.

The Human Resource (HR) manager is the one that is charged with responsibility of ensuring cohesion between the employer and the employees. The HR manager is responsible for dealing with the personnel issues and disagreements amongst employees and preventing social loafing. According to Hodson (2019), social loafing is a psychological phenomenon whereby employees working in a particular group perform poorer in a given task than their potential, hence jeopardizing institutional performance. 

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The company uses open dialogue through weekly meetings with the HR manager, other staff in the HR department and the employees. This makes the employees to feel valuable in the organization through asking for their opinions concerning the working environment. The management also uses Inspire and Reward approach to create aggressiveness amongst employees to work even harder and smarter towards the realization of their personal goals and organizational goals. This is done by rewarding a distinct achievement or effort (Bar, Koiij & Rousseau, 2014).

IF you were a HR manager in a private-sector organization, what key programs would you implement to improve employee-employer relations? Why?

Rather than using dialogue, I would embrace the use of relevant software to work on efficiency and minimize mistakes. Software would help to automate communication in an organizational set up. Use of messaging apps would work well in avoiding lengthy discussions that are likely to occur during a face to face discussion (Berman, Bowman, West, & Van, 2019).

Promoting a healthy work and life balance is important in ensuring that an employee feels supported by the employer, or the boss. In this case, I would be the boss. I would ensure that all reasonable employees request are adhered to. For example, giving the employees time off when need be or when they are facing personal dilemmas (Barry, 2016).

How would you determine the added value of your programs?

Observation would be an important aspect of testing the value of my program. However, that would take a lot of time to evaluate. In addition, that alone is not enough to determine the value. I would conduct biannual employee surveys (Caceres, 2018). I would conduct they surveys twice a month to find out if employees embrace improvements in the work place. I would focus on responses in terms of numbers. For example, a scale of 1 to 5 ranging from strongly agrees to strongly disagree.

References

Barry, M. (2016). Employer and employer association matters in Australia in 2015. Journal of Industrial Relations, 58(3), 340–355. doi: 10.1177/0022185616634092

Hodson, R. (2019). Work place Behaviors. Work Place Sabotage, 89–108. doi: 10.4324/9781315203850-5

Bal, P. M., Kooij, D. T. A. M., & Rousseau, D. M. (2014). Introduction to Aging Workers and the Employee-Employer Relationship. Aging Workers and the Employee-Employer Relationship, 1–9. doi: 10.1007/978-3-319-08007-9_1

Caceres, B. M. (2018). U.S. Patent No. 9,910,875. Washington, DC: U.S. Patent and Trademark Office.

Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2019). Human resource management in public service: Paradoxes, processes, and problems. CQ Press.

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