Unit 7 Managing Employee Relation and Change

8/9/2019 Unit 7 Managing Employee Relation and Change

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Communication of HRM: Concept:

Communication is an important part of your job -one that is often taken for granted. When you thinkabout it, almost everything you do calls for goodcommunications. When you hire a new employee,good communication skills help you pick the right

person and make sure the person you hire knows whatthe job involves. When you re training, coaching, orevaluating an employee, you need to be clear aboutyour e!pectations and sensitive in dealing with

problem areas. When conflicts arise, you ll need yourcommunication skills to resolve the issues withoutcreating more.


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When the department is going through changesor reorgani"ation, you ll need special

communication skills to get feedback and ideasfrom your staff and to give them news that ssometimes not pleasant, while keeping themmotivated. #onest communication is one of the

key ingredients in managing change as well asmanaging people. $any topics covered in this %uide include

communication skills. &n this section, you ll find

some suggestions for developing those skills.


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Communication is the #umana mental process of e!changing problems, feelings, ideas news and message between peopleinside and outside an organi"ation. &t includes the transferenceand understanding of meaning. 'oor communication is themain source of interpersonal conflict. %ood communication isessential for groups and organi"ational effectiveness. (ffectivecommunication is important to managers for three primaryreasons. )irst communication provides a common thread forthe management processes of planning. *rgani"ing, leading,and controlling. +econd effective communications skills canenable managers to draw on the vast array of talents availablein the multi-cultural worlds of organi"ations. hird it sohappens that managers do spend a great deal of timecommunicating. &n fact managerial time is spent largely in factto face electronic or telephone communication withemployees, supervisors suppliers or customers. When notconferring with others in person or on the telephone, managersmay be writing or dictating memos, letters or reports or

perhaps reading such communications sent to them.


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*ur working definition of communication calls attention to threeessential points

Communication involves people and that understandingcommunication therefore involves trying to understand how peoplerelate to each other.

&t involves shared meaning, which suggests that in order for peopleto communicate they must agree on the definitions of the terms theyare using.

&t involves symbols, gestures, sounds, letters, numbers and words

can only represent or appro!imate the ideas that they are meant tocommunicate. & can tell my manager what & think $y managers tell me what is e!pected $y managers listen to my concerns

$y manager keeps me informed *pen effective communication can be a considerable asset to anorgani"ation. (mployees receive honest, straight forwardcommunication from management and work with management incohesive teams that communicate openly and often.


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Guiding Principles Good communication can help you : &mprove relationships and teamwork &mprove performance and productivity

)oster an open, creative environment +olve problems effectively
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Becoming a Better Communicator /our responsibility as a supervisor is to communicate clearly and concisely

to all employees and create an environment conducive to openness forothers. 0s the staff becomes more diverse, you may have to take e!tra timeand effort to communicate to all staff members. o become a bettercommunicator:

Create an open communication environment in your unit . (ncourageemployees to talk about work issues listen carefully and respond to1uestions or concerns with actions or answers. &f an issue is outside yourauthority, pass it along to the appropriate person then be sure to follow up.

Conduct regular staff meetings . ell your staff about decisions that mayaffect them or the work they do and the reasons for those decisions. 2sestaff meetings to encourage feedback, generate ideas, solve problems, andgain support

Set up individual meetings . +et some time aside periodically to meet one-on-one with employees. %roup staff meetings are important however,meeting separately with your employees shows concern about theirindividual work issues


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Effective Listening 0n important ingredient that runs through all good communication is listening.

3istening is a skill that can be practiced and learned. /our goal as a listener is tofully understand your employee s e!perience and point of view. %ive the employeea chance to talk for a while before you say anything.

se non!ver"al communication . 4e aware of what you communicate with your body your posture and e!pressions can convey your attitudes toward a speakereven before you say one word. 2se body language to show the speaker that you areengaged in the conversation and open to hearing.

Recogni#e your o$n pre%udices . 4e aware of your own feelings toward thespeaker. &f you are unsure about what the speaker means, ask for clarificationinstead of making assumptions.

Listen to understand the underlying feelings . 2se your heart as well as yourmind to understand the speaker. 5otice how something is said as well as the actualwords used.

&on't interrupt : 4e sure you think carefully before you speak. 0s a listener, your job is to help the speaker e!press himself.

&on't %udge the person : 0 speaker who feels you are making judgments will feeldefensive. 0void making judgments and instead try to empathi"e and understandthe speaker s perspective.

&o not give advice : 6eep in mind that the best resolutions are those that peoplearrive at themselves, not what someone else tells them to do. &f you feel it isappropriate, and only after you have encouraged the person to talk, offer someideas and discuss them.


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Responding: 0fter you have listened and really heard, respond by

conveying your interest and respect:

Empathi#e : 'ut yourself in the other person s shoes and try tounderstand. (alidate : 0cknowledge that the person s feelings are valid.

his is a very powerful tool because you are recogni"ing the person s right to feel that way, regardless of whether youwould feel the same way.

Restate $hat the other person has said : this allows you tomake sure you understand the feelings and shows you arelistening. 'oint out the good things the person has done ortried to do.

Clarify : 0sk 1uestions to get more information about the

problem. Summari#e : 'araphrase the main points you have heard sothat you can make sure you understand all the issues


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Communication Programme: )*programme - an announcement of the events that will occur as part of a

theatrical or sporting event you can t tell the players without a program +*programme - an integrated course of academic studies he was admitted

to a new program at the university7 ,*Programme - a radio or television show did you see his program lastnight87

-*programme - 9computer science a se1uence of instructions that acomputer can interpret and e!ecute the program re1uired several hundredlines of code

.*programme - a system of projects or services intended to meet a publicneed he proposed an elaborate program of public works workingmothers rely on the day care program

/*programme - a series of steps to be carried out or goals to beaccomplished they drew up a si!-step plan they discussed plans for anew bond issue

0*programme - a performance 9or series of performances at a public presentation the program lasted more than two hours


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Employee Handbook: &t should be clear that effective communication is an essential part of

organi"ational efforts to develop, implement, and maintain a 1uality program. #erewe will look at aspects of 1uality related communication at both a small and largeorgani"ation. Computer disk, and hardware components and software components,different recorded and information related C; as well as hand books whichenhances or facilitated information for changes in philosophy and methods broughtabout by the 1uality effort. he company put thousands of employees through athrough a training program, starting with senior and middle managers. 'art of thetraining focus on the handbooks copy which is given to each participant. he hand

books not only reinforces the 1uality message and communicates methods, it ishelping the company refocus on customer services. 0 dynamic and competitiveelement in a non regulated environment.

0n employee hand"oo1 , sometimes also known as an employee manual or staffhandbook, is a book given to employees by an employer. 2sually, the employeehandbook contains information about company policies and procedures. &n the 26it may also form part of an employee


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0n employee hand"oo1 2 sometimes also 1no$n as an employee manual or staff hand"oo12 is a "oo1 given to employees "y an employer* sually2 the employee hand"oo1 contains information a"out company policies and procedures* 3n the 4 it may also form part of an employee5s terms and conditions of employment* he employee handbook is an e!cellent place to bring together employment and job-related information which employees need to know, such as holiday arrangements, company rules and disciplinary and grievance procedures. &t can also provide useful source of information to new staff as part of the induction process. 0 wr itten employee handbook gives clear advice to employe

es and creates a culture where issues are dealt with fairly and consistently.


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E C6MP789 C6MP789 PH3L6S6PH9 *pen-;oor 'olicy (1ual (mployment *pportunity #arassment 'olicy 6R438G 78& C6MPE8S7;368 (mployment on an 0t-Will 4asis 0ttendance and =eporting to Work Workday #ours and +cheduling =ecording #ours Worked 'ay 'eriod and 'ayday Workweek > *vertime #olidays (mployment Classifications $aintaining /our 'ersonnel =ecords 'ersonnel )iles 'erformance (valuations S;78&7R&S 78& E


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Care of (1uipment and +upplies +moking at the Workplace ?iolence and Weapons ;rug-)ree Workplace

=esponding to Customer &n1uiries and 'roblems 0ppearance and ;ress Conflicts of &nterest Code of (thical Conduct +olicitation and ;istribution 'ersonal Calls, ?isits, and 4usiness 4usiness (!penses &nspection of 'ersonal and Company 'roperty 5etwork and (lectronic =esources 'olicy Confidential and 'roprietary &nformation =ules of Conduct and 'rogressive ;isciplinary 'rocedure =e-(mployment $oonlighting BE8E=3;S $obile 'hones 'aid ime *ff


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Mechanism of securing effective employeecommunication:

90 he C(* must be committed to importance of

communication $anagers match action and words. Commitment to two way communication (mphasis on face to face communication +hared responsibility for employee

communications ;ealing with bad news reat communication as an ongoing process


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(B) rgani!ational Culture: &t has been important concept in understanding human

societies and group for a long time. Culture means the comple!mi!ture of assumptions, behaviors, stories, metaphors, and other

ideas that fit together to define what it means to be a member of a particular society. 6rgani#ational culture : he set of importantunderstanding such as norms, values attitude and beliefs shared byorgani"ational member. 'atterns of basic assumptions that a grouplearned as it solved its problems of e!ternal adaptation and internalintegrations, that has worked well enough to be considered valid

and therefore desirable to be taught to new members as the correctway to perceive, think, and feel in relation to those problems. *rgani"ational culture is a framework that guides day to day

behavior and decision making for employees and directs theiractions toward completion of organi"ational goals. &ndeed cultureis what gibes birth to and defines the organi"ational goals. Culture

must be aligned with the other parts of organi"ational actions, suchas planning, leading, controlling, if culture is not aligned with thesetasks them the organi"ation is in for difficult times .


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Corporate culture can have a significant impact on a firm s long term economic performance.

Corporate culture will probably be an even more important factor in determiningthe success or failure of firms in the ne!t decade.

Corporate cultures that inhibit strong long term financial performances are not rare,they develop easily even in firms that are full of reasonable and intelligent people.

0lthough tough to change, corporate cultures can be made more performanceenhancing.

&n conclusion organi"ational culture is highlighted or reflected by the followingcharacteristics:

$utuality of interests between management and employees. Collaboration and team spirit. *pen communication and tolerance for conflicts. 0utonomy in work and freedom to make work related decisions. #uman focus and faith employees 'erformance based reward system to attract motivate and retain 1uality human

resources. +upportive environment for employee creativity.

+o #uman resource must operate and implemented within the cultural frameworkof the organi"ation.


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>C? 6rgani#ational change and HR: Change is the systematic attempt to redesign

organi"ations in a way that will help it adapt to significant

changes in the e!ternal environment and achievement newgoals. 0s such it is not simple ine!pensive or painless.#owever such changes are important because they help theorgani"ation respond to environmental changes that threatenits survival or present new opportunities for prosperity. %iventhe rapid change of the e!ternal environment manyorgani"ations are embarking on planned change simply toimprove the speed with which they adapt to new conditions.

#uman resources are changing on the basis of changingenvironment. (nvironmental forces influence their ability toachieve goals. #=$ should continuously monitor thechanging forces in the environment. &nternal changes ande!ternal changes also affect to the goals, policies, strategies,organi"ational structure, organi"ational resources,organi"ational culture, activities, labor unions etc.


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@o" stress: &t is a dynamic condition in which an individual is

confronted with an opportunity, constraint, or demandrelated to what he or she desires and for which theoutcome is perceived to be both uncertain andimportant. &t occurs when a motivated drive is

blocked. his prevents an employee to reach hisdesired goal. &t is an obstruction to goal oriented

behavior. When an individual is blocked from behaving the

way he would like to behave or from getting what he

wants he is said to be frustrated. &t is a conse1uenceof job stress.


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@o" stress factorsA >causes? 'ersonal and organi"ational factors. ;ivergent personalities. Changing job characteristics that causes stress &ncreasing competition for scarce resources 4arriers that blocked goal attainment.


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Symptoms of StressA

Physiological : #igher blood pressure @ headaches @ heart and breath problems

PsychologicalA ension @ an!iety, irritability, boredom etc. BehavioralA Changes productivity, absenteeism, turnover, increased

smoking, alcohol consumption etc. Reduce %o" stressA

Pay intrinsic and e trinsic >career or progress and salary "enefit2promotion2 status etc* 3nteresting and challenging %o" Promotions ;imely supervisions or1 group or supportive colleagues

or1ing culture and condition participation 7utonomy


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"pirituality in the #ork place$ )or the promotion of spirituality situation in your

offices or organi"ations you must understand your people or human resources which are the greatestassets of the organi"ations there fore you can buy aman s time, a man s physical presence at a given

place, you can even buy a measured number ofskilled muscular motions per day or per hour. 4ut youcannot buy enthusiasm, initiative, loyalty and youcan t buy devotion of hearts, minds and souls so youhave to earn all these things. +pirituality in the work

place is not properly maintained even if you are notable to understand of each employees and your

behavior also be responsible in this case.


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Participation: &t refers to amount of freedom employees can

e!ercise in their job. &t involves employee participation in decision making to provide controlover what they do. (mployee setting their own workschedules. +elf managing work teams also provideautonomy.

&t is a system of joint consultation in the industry asa form of labor management cooperation and co-

partnership. &t makes sure that employees participatein the management decision making and actions.&mportantly employee participation in management is

both mental and emotional involvement in groupsituations that encourage them to contribute to groupgoals and share responsibility.


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Partnership and employee involvement : 'artnership is the relation between persons competent to make

contract who agree to carry on a lawful business in common

with a view of private gain. &t is established minimum by twoor more than two persons with joint capital for mutualmanagement, organi"ation, and control or mutual benefit is

partnership business. &n this connection if we feel oremployees have joined by us as a partner in our organi"ationdefinitely, we are able to maintain good relationship with theemployees. (mployee also is a good partner if we distributedcertain share to them. hrough forming a 1uality circle itensures the employees involvement in decision making.

Components of Industrial democracy:

Employee empowerment Quality circle Employee participation in management


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Important Questions

Discuss the mechanism that helps tomake the HRM communication moreeffective.

What is work place spiritualit ! What arethe reasons for the "rowin" interest inspiritualit !

Define #o$ stress. How can it affect anor"ani%ation!

Documents

Unit 7 Managing Employee Relation and Change