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MGTO 231 Human Resources Management

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MGTO 231 Human Resources Management Employee relations Dr. Kin Fai Ellick WONG Prologue You may neglect all US specific cases. You may often hear that both employers ... – PowerPoint PPT presentation

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Title: MGTO 231 Human Resources Management


1
MGTO 231Human Resources Management
  • Employee relations
  • Dr. Kin Fai Ellick WONG

2
Prologue
  • You may neglect all US specific cases.

3
  • You may often hear that both employers and
    employees want to improve their relations
  • You may also often hear that employers are not
    satisfied with their employees and employees are
    not satisfied with their employers
  • Paradoxical?
  • What leads to these lose-lose outcomes?
  • Any way for improvements?

4
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5
What are good employee relations?
  • Fair and consistent treatment to all employees
  • Employees are treated as stakeholders
  • Stakeholders people who have an interest in a
    companys or organizational affairs.
  • Respect for the individuals
  • Bi-directional communications
  • Employee relations representative
  • Employee relations policy

6
Bi-directional Communications
  • Employee relations representative
  • A member of the HR department
  • To ensure that company policies are followed
  • To consult with both supervisors and employees on
    specific employee relations program

7
Bi-directional Communications
  • Employee relations policy
  • It is designed to communicate managements
    thinking and practices concerning
    employee-related matters
  • Prevent problems in the workplace from becoming
    more serious

8
Types of information in communications
  • Facts
  • Information that can be objectively measured or
    described
  • E.g., the cost of computer, salaries
  • Feelings
  • Employees emotional responses to the decisions
    made or actions taken by managers or other
    employees
  • Rumors
  • Information that cannot be easily verified and
    may be widely distributed among employees

9
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10
The communications process within an organization
Noise
Communication Channel
Sender (Encodes Message)
Receiver (Decodes Message)
Feedback
Noise
Source Managing Human Resources, 4th Edition,
p.438
11
Communications process within an organization
  • Sender
  • who has a message to send to the receiver
  • Must encode the message and select a
    communication channel
  • Words and numbers for facts
  • Body language or tone of voice for feelings

12
  • Receiver
  • Decodes the message and understands its true
    meaning from sender
  • Effective communications depending on whether the
    receiver can decode the message
  • Feedback
  • Information sent from receiver back to the sender
  • Noise
  • Any irrelevant information

13
Bi-directional communications
  • Senders and Receivers can be at higher or lower
    levels
  • Downward communication
  • Communication that allows managers to implement
    their decisions and to influence employees lower
    in the organizational hierarchy
  • Upward communication
  • Communication that allows employees at lower
    levels to communicate their ideas and feelings to
    higher-level decision makers

14
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15
How to foster bi-directional communications?
  • Three types of programs for better communications
  • Information dissemination programs
  • Top-down
  • Employee feedback programs
  • Bottom up
  • Employee assistance programs
  • Bi-direction

16
Information dissemination programs
  • Information dissemination
  • The process of making information available to
    decision makers, wherever they are located
  • Employees who have access to abundant information
    are more likely to feel empowered and are better
    able to participate in decision making

17
Methods of disseminating information
  • Employee handbook
  • Sets the tone for the companys overall employee
    relations philosophy
  • Informing both employees and supervisors about
    company employment policies and procedures and
    communicating employees rights and
    responsibilities

18
  • Written communications
  • Memos
  • Financial statements
  • Newsletters
  • Bulletin boards

19
  • Audiovisual communications
  • To disseminate information that goes beyond the
    printed words
  • Teleconferencing the use of audio and video
    equipment to allow people to participate in
    meetings even when they are a great distance away
    from the conference location or one another

20
  • Electronic communications
  • Email
  • Voice mail
  • ICQ, MSN
  • Problems of being abused by the employees

21
  • Informal communications
  • Information exchanges without a planned agenda
    that occur informally among employees
  • Management by walking around (MBWA)
  • A technique in which managers walk around and
    talk to employees informally to monitor informal
    communications, listen to employee grievances and
    suggestions, and build rapport and morale

22
Other methods
  • Meetings
  • Retreats
  • An extended meeting in which company takes
    employees to a relaxing location

23
Employee feedback programs
  • Giving employees a voice in making decision on
    policy formulation (procedural justice)
  • Making sure that employees receive due process on
    any complaints they lodge against managers
  • Two ways to collect the feedback
  • Employee attitude surveys
  • Appeals procedures

24
  • Employee attitude survey
  • A formal anonymous survey designed to measure
    employee likes and dislikes of various aspects of
    their jobs
  • Appeals procedure
  • A procedure that allows employees to voice their
    reactions to management practices and to
    challenge management decisions

25
  • Common management actions appealed by employees
  • Allocation of overtime work
  • Safety rule violations
  • Performance evaluations
  • Merit pay increases
  • Specification of job duties

26
Employee assistance program
  • A company-sponsored program that helps employee
    cope with personal problems that are interfering
    with their job performance
  • Common problems include alcohol or drug abuse,
    compulsive gambling, eating disorder
  • It involves four steps

27
  • Step 1identify troubled employee
  • Self-identification
  • Supervisor identification
  • Step 2 EAP counseling
  • Referral to an EAP counselor
  • Step 3 Treatment
  • Step 4 problem solved or employee is terminated

28
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29
  • A program that rewards employees for their ideas
    and contributions
  • Monetary rewards, awards, vacation, etc.

30
  • To understand some difficulties of using a
    recognition system, complete the in-class exercise

31
Conclusion
  • What leads to these lose-lose outcomes?
  • Communication matters!!!!
  • Any way for improvements?
  • Same coding system (encoding-decoding) system
  • Remove noise
  • Ensure the availability of the feedback channel
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