© 2004 by Prentice Hall Terrie Nolinske, Ph.D Developing Employee Relations 13

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Challenges What are examples of programs used to facilitate employee communications? How can employees use various appeals procedures to challenge management actions? How can managers use employee assistance programs effectively? What are examples of technological innovations that facilitate dissemination of information?

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Employee Relations Rep Member of HR who ensures policies are followed consults with supervisors consults with employees

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Employee Relations Policy Communicates management’s thinking about employee-related matters Prevents problems in workplace from becoming more serious

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Communication Process Sender Receiver (encodes message) (decodes message) Barriers (noise) Feedback

© 2004 by Prentice Hall Terrie Nolinske, Ph.D How to Communicate Feedback to Employees Focus on specific behaviors Give feedback at appropriate time / place Focus negative feedback on behaviors that can be controlled by employee

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Downward Communication… allows managers to implement their decision and to influence employees lower in organizational hierarchy

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Upward Communication… allows employees at lower levels to communicate ideas and feelings to higher-level decision makers

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Information Dissemination Employee Handbook Written Communications Memos Financial Statements Newsletters Bulletin Boards

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Information Dissemination (cont’d) … Audiovisual Communications Video Presentations Teleconferencing Electronic Communications Voice Mail Electronic Mail

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Information Dissemination (cont’d) … Meetings Retreats Informal Communications

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Employee Feedback Programs Employee Attitude Surveys To what extent are you satisfied with pay and bonus 2. chance to get a promotion 3. respect from management 4. morale of my division 5.responsibility to do work Highly Satisfied Highly Dissatisfied X X X X X

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Allocation of overtime Warnings for safety rule violations Size of merit pay increases Specification of job duties Employer’s reimbursement for claims filed by employees Performance evaluations Management Actions Commonly Appealed

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Employee Feedback Programs Appeals Options Open door program Speak-up program Grievance panel – non union firms Union grievance procedure

© 2004 by Prentice Hall Terrie Nolinske, Ph.D International Comparisons of Employee Satisfaction 82% 72% 66% 65 % 58%53% 43% 31% Percent Satisfied with Company as an Employer 100% 0

© 2004 by Prentice Hall Terrie Nolinske, Ph.D A troubled employee may have… 1.excessive absenteeism patterns 2.poor judgment and bad decisions 3.unusual on-the-job accidents 4. involvements with the law 5.deteriorating personal appearance 6.problems relating to other people

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Employee Assistance Program (EAP) EAP counseling Employee refuses help; is terminated if problem has significant impact on work Treatment unsuccessful; employee is terminated. Treatment Problem solved; employee keeps working or, if on leave, returns to work Identify troubled employee: Self - id Supervisor id

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Employee Recognition Program Suggestion Systems “Suggestion evaluation committee” evaluates suggestions; explains to employees why some suggestions have not been used Implement accepted suggestions immediately and give credit to the suggestion’s originator Make value of reward proportional to suggestion’s benefit to the company

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Employee Recognition Systems Employee Awards Give public credit to people or teams who make outstanding contributions Can be initiated by anyone Celebrates team or individual success Encourages organization members to work toward the organization’s goals

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Some employees feel uncomfortable when recognized in a public way. As a manager, how would you work with HR staff to design an employee recognition program for your Department, taking into account recognition for both individuals and teams. Case