Research Topics: Employee Interaction

How managers and supervisors interact with employees in a creative environment

One of the best ways that managers can increase the level of motivation among subordinates is to be effective leaders. Leadership can be defined as a process of influence in which the leader is able to get the follower to stay on a prescribed path toward the attainment of specific goals that are desired by the leader. Thus, by definition the art of leadership is an important part of effective management.  The art of leadership may be inherent within the individual. If leadership can be acquired through education and training it may be the most difficult thing to learn (Shell, 2003). Managers in the professional environment are likely to have specialized training and are often preoccupied with the technical or scientific aspects of subordinate jobs. Consequently, they may pay little attention to the development and application of leadership skills (Shell, 2003). When overall organizational success is related to leadership qualities, it is clear that effective leadership can and does make a difference Leadership qualities assume great importance in the professional work environment because professionals are highly sensitive to how they are managed (Shell, 2003).    A categorization of leadership types can be established relating to the institutional settings within which leadership is exercised and which allow or prevent feasible leadership action. Leadership styles by contrast can be categorized according to the actual behavior of leaders faced by particular situations. The leadership component is not much easier to identify. Traditional organizational culture is sometimes expressed in terms such as risk aversion, inertia, hierarchy and sometimes political clientelism (Haus, Heinelt & Stewart, 2004). Leadership styles associated with this kind of political culture are far removed from the values and expectations which might be linked to an effective complementarily between leadership and community involvement. A range of leadership styles may therefore be appropriate for joint working dependent on the personal characteristics evident in the leaders reflecting the degree of charisma, commitment, persuasion, ambition etc. which rest within any individual (Haus, Heinelt & Stewart, 2004). For different kinds of situation in the workplace environment, managers and supervisors use different strategies. In managing and supervising a creative environment, managers and supervisors can still use the leadership style they wish to use but they should maintain their discipline and they need to have higher rates of sensitivity since creative people tend to be more sensitive than others. The managers and supervisors of creative environments need to have high sense of discipline so that they can keep up with the demands of the employees working in a creative environment. The managers and supervisors of creative environments need to be aware of every need of the personnel in the creative environment.  The creative personnel have more needs than other personnel thus the manager and supervisor must be always ready to satisfy this needs.  Managers and supervisors must know their boundaries and limitations of dealing with personnel on a creative environment. The creative personnel sets a wider range of limitations and has the tendency to require more personal space, the managers and supervisors need to recognize the personal space demanded by the personnel. How are employees rewarded and recognized for innovation Venturing into new management territory can be daunting. The old haunts are familiar and comfortable  and, besides, they’ve worked fine for generations despite short-term thinking, turf wars, and fear of conflict just to name a few of the most obvious drawbacks. But the problem is that the old haunts are also limiting (Jonash & Sommerlatte, 1999). Remaining huddled inside them limits access to new realms of growth and value and does nothing to cope with the whole new set of circumstances facing business today. As the economy shifts from a product-based system to knowledge-based one, managers need ways to manage their investments in intangible assets that drive innovation. Keeping intellectual property or any kind of secret secure in this era of the Internet, high staff mobility, and open communication has become very difficult. And maintaining the loyalty of smart employees is a problem of major proportions (Jonash & Sommerlatte, 1999).   The innovation premium is about working smarter rather than simply working harder. Companies must become faster and more versatile. Companies do not need to dramatically restructure their company’s entire strategy, reorganize all their resources, or completely change their processes and organizational structure. What should be done is to find ways to alter the business’ approach and overlay new management practices that can create and capture more value from innovation (Jonash & Sommerlatte, 1999). Being creative is such a natural part of being human that we can view creativity much the way we view language; no human cultures, no matter how isolated, have ever been found that do not use language. The same may be said of creativity. Of course, some cultures may boast more extensive technological, scientific, literary, or artistic accomplishments, but this depends on the relative value societies place on innovation, not differences in the basic mental processes of which people are capable (Finke, Smith & Ward, 1995).    Capitalizing on the techniques of creative cognition can help. It’s no secret that business today is ruthlessly competitive. Corporate executives find themselves navigating a harsh landscape in which a single misstep, a slight misreading of their guiding compass, can spell disaster. At the same time, a successful journey, a mapping out of a new market, can secure extravagant monetary rewards, and bring immense personal satisfaction corporations must find creative new ways to quickly manufacture products, and more generally, to run their entire organizations (Finke, Smith & Ward, 1995). Innovation is important for business because it will help them increase their lead over rivals in the market. Innovation helps a company make moves that will affect the firm’s future. Innovation also helps the company to determine the future path of a department or the organization as a whole.  In all organizations a characteristic that an employee must have is innovation.  A company usually checks or asks for signs that will show them that a certain employee has implemented innovations in a product or a service.  Innovation in employees are recognized and rewarded through bonuses, public appreciation or other complementary gestures. How administrative procedures must be changed to facilitate a creative environment The process of strategic management involves the systematic examination of a number of interrelated elements, which results in an explicit statement of company objectives and how they are to be achieved (Drejer, 2002). In changing administrative procedures strategic management is used so that the changes would be done in an organized and acceptable way.  The administrative procedures should meet the demands set by the employees in a creative environment. The administrative procedures should be realigned with the characteristic of every personnel. Certain administrative procedures that deem too offensive or too insensitive should be replaced so that issues with the employees in a creative environment will be minimized.  In relation to dealing with employees in a creative environment, the article on better living through will be discussed.  Better living through culture Organizational culture helps in aligning the values and norms of the employees to the values and norms of the organization.  There should only be one dominant organizational culture for the company, having more than one culture can lead to arguments and fights even if there is already a strong structure.  The article talks about how culture has become one of the most important considerations in making sure that a firm maintains its focus and for a firm to have a good long term financial performance. The article discusses about how culture is seen as something that will become a much important consideration in determining corporate success or failure. For this reasons the culture of the firm should be always healthy and unique so that the company can work well in its industry. If a company has a culture that puts emphasis on creativity, the firm and its managers must know how to maintain that culture and not try to change it in their own idea of corporate culture.   Review of the culture of Hallmark  Hallmark is one greeting card company that aims to connect people with each other through greeting cards that artistically voice out their messages. Hallmark have employees that care, have creativity, know about quality and innovation, v and makes use of the proper values that guided them in their daily activities.  Their culture is embedded in creativity, innovation, quality and caring. These characteristics guide the company in making decisions for the future of the firm and these characteristics helped the company to be trusted by their client base.    The characteristics of Hallmark’s culture are the ones that helped and will continue to assist the company in achieving their goals.  All companies need to be creative, innovative, have high sense of quality and must know how to care for their clients. No client would want to transact business with a company that has a weak customer service. No client would want to buy products that are just recycled from older products. The culture of Hallmark should be followed by all companies, one thing is missing though and that is good employee relations.  Good employee relations should always be an important part of a culture of a firm because the employees and the management need to have a good understanding and they need to work together to achieve overall goals. References  Better Living Through Culture 2001, retrieved 14, August 2008, from<http://www.informationweek.com/management>.   Drejer, A. (2002). Strategic management and core competencies: theory and application. Westport, CT: Quorum Books.   Haus, M., Heinelt, H. & Stewart, M. (2004). Urban governance and democracy: leadership and community involvement. New York: Routledge.   Hallmark Inc. 2007, Company Profile, retrieved 14, August 2008, from < www.hallmark.com>.   Finke, R.A., Smith, S.M.  & Ward, T.B. (1995). Creativity and the mind: Discovering the genius within. New York: Plenum Press.   Jonash, R.S. & Sommerlatte, T. (1999). The innovation premium: how next generation companies are achieving peak performance and profitability. Cambridge, MA: Perseus Books.   Shell, R.L. (2003). Management of professionals. New York: Marcel Dekker.           Credit:ivythesis.typepad.com

How managers and supervisors interact with employees in a creative environment

One of the best ways that managers can increase the level of motivation among subordinates is to be effective leaders. Leadership can b...

Employee orientation is a must

Induction Program             Induction includes an introduction to the organization, its culture and the job responsibilities of new employees. Induction programs are important in overcoming possible sources of anxiety. These programs are a chain of planned activities to enable employees to acquire the necessary skills, knowledge and capability to carry out their employment. The information and support that will be provided to new employees are: 1. Individual Levels <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> Personal contractual issues and personal support </li> <li class="MsoNormal" style="text-align: justify"> This include information on hours of work and breaks, arrangement for leaves, expenses, payment methods, salary increase and rewards, training and development opportunities </li> </ul> 2. Job/Task Level <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> General idea of the work to be done and the employee’s job responsibilities </li> <li class="MsoNormal" style="text-align: justify"> This include the knowledge of health and safety, work procedure, use of company equipments, and data protection </li> </ul> 3. Department Level <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> The relationship of the employee’s job to other jobs in the department and the jobs of people in other departments </li> <li class="MsoNormal" style="text-align: justify"> This include meeting key contacts, defining internal customers, identifying where joint working is required, department objectives </li> </ul> 4. Organizational Level <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> This include organizational policies, aim and core values, staff development, pension and insurance schemes, the structure and functions of the organization </li> </ul>               The induction program of the company will also serve as an orientation program and will aim to introduce new employees to the organization and to their new tasks, managers and coworkers so they can quickly become effective contributors.   Three Aspects of the Induction Process 1. Administrative exercise, the main purpose is to import information about the job and the procedures. 2. Welfare and employee support process, the emphasis here is on the well-being of the new employee and on ensuring that any support they need is provided in the early days of employment. 3. Human resource management process, this is where the employee gains a more business-oriented perspective of the company culture.   Preparing and Induction Program Overview <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> Personal welcome from Chief Executive Officer (CEO) </li> <li class="MsoNormal" style="text-align: justify"> Mission Statement </li> <li class="MsoNormal" style="text-align: justify"> Annual Report </li> <li class="MsoNormal" style="text-align: justify"> Employee Handbook </li> <li class="MsoNormal" style="text-align: justify"> Collective bargaining agreements </li> <li class="MsoNormal" style="text-align: justify"> Tour of facilities </li> </ul> Forms <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> Personal information </li> <li class="MsoNormal" style="text-align: justify"> Personalized for benefits enrollment </li> </ul> Getting Started <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> Map of organization’s locations and directions to them </li> <li class="MsoNormal" style="text-align: justify"> Samples of products </li> <li class="MsoNormal" style="text-align: justify"> Employee publications </li> <li class="MsoNormal" style="text-align: justify"> Schedule of group induction/orientation sessions </li> <li class="MsoNormal" style="text-align: justify"> Organization chart </li> <li class="MsoNormal" style="text-align: justify"> Pictures of key leaders </li> <li class="MsoNormal" style="text-align: justify"> Telephone book, including locations, and e-mail addresses </li> <li class="MsoNormal" style="text-align: justify"> Attendance expectations </li> </ul> About the Job <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> Job description </li> <li class="MsoNormal" style="text-align: justify"> Career opportunities </li> <li class="MsoNormal" style="text-align: justify"> Mentoring program </li> <li class="MsoNormal" style="text-align: justify"> Individual development opportunities </li> <li class="MsoNormal" style="text-align: justify"> Feedback tools used to assist in development </li> <li class="MsoNormal" style="text-align: justify"> Performance appraisal programs </li> <li class="MsoNormal" style="text-align: justify"> Compensation philosophy and details </li> <li class="MsoNormal" style="text-align: justify"> Employee incentive compensation plan </li> <li class="MsoNormal" style="text-align: justify"> Performance management process </li> <li class="MsoNormal" style="text-align: justify"> Training and development programs </li> </ul> Orienting to the Workplace <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> Flextime policies </li> <li class="MsoNormal" style="text-align: justify"> Neighborhood features </li> <li class="MsoNormal" style="text-align: justify"> Fitness facilities, on-site or nearby </li> <li class="MsoNormal" style="text-align: justify"> On-site services </li> <li class="MsoNormal" style="text-align: justify"> Recreation facilities </li> </ul>                 A well-planned induction helps the employee to become integrated into the organization, maximizing morale through early success and quickly raising the level of performance.  Recruitment is not complete until the individual is effective in the job and has adopted the values of the organisation. Induction (orientation) is a very common type of training. All employees, whether managerial or non-managerial, should be provided with systematic induction when they first join an organization ( 2002). Induction starts before the employee is hired. During the recruitment stage, the employee learns about the organization’s reputation as an employer and the types of products or services it provides. During the selection process, the new employee usually also learns other general aspects of the organization and what the duties, working conditions and pay will be. After hiring the employee, the organization begins a formal induction program.               Induction is ideally the first part of a bonding process between the new employee and the organization which requires careful planning, supportive orientation packages and effective liaison between all parties. It involves introducing employees to their new job, work section, work colleagues and the practice as a whole. The process has six main aspects: 1. An introduction to the practice 2. Definition of the individual’s terms of employment 3. Acquainting the employee in detail with the requirements for the job, tasks etc for that proficiency in the new job is reached in the shortest possible time 4. Promoting confidence in the employee, both in ability to perform the job and in their organization in general 5. Quickly establishing a favorable attitude by the employee towards the organization, so that the employee is more likely to stay and 6. Obtaining the employees early commitment to organizational goals, job requirements and performance expectations   Requirements             All employees, whether newly recruited or transferred/promoted within the company must be provided with sufficient information about Y-Call, the management, department and the job to assist their integration into their new position.   Purpose             The induction program should meet the needs of all staff and the Y-Call company. The objectives of the induction program are: <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">To ensure that staff become effective as quickly as possible</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">To communicate Y-Call’s culture, values and policies</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">To clarify the Y-Call’s objectives, structure and working arrangements</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">To convey the objectives, structure and working arrangements of the management and each department</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">To encourage commitment and motivation through a sense of belonging</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">To agree objectives for the initial period of employment</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">To explain to the new employee the changes that are taking place in the organization</li> </ul>   Benefits for New Employees <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> The removal of apprehension and uncertainty so they feel part of the work group and Y-Call </li> <li class="MsoNormal" style="text-align: justify"> A clear understanding of what the expectations for the performance of the job </li> <li class="MsoNormal" style="text-align: justify"> The opportunity to establish contacts </li> <li class="MsoNormal" style="text-align: justify"> The opportunity to contribute as quickly as possible </li> <li class="MsoNormal" style="text-align: justify"> Effective management of the administrative requirements </li> </ul>   Structure             The induction program can be divided into three elements: 1. The Job             The job itself is central to the induction process, as every employee wants to know how to start making contributions as quickly as possible. Managers should give the new employee a copy of the job description and explain how the job fits into the structure of the department. Managers should agree personal objectives with the new employee. For the most part these initial objectives will be short-term and related to induction. The objectives should be reviewed regularly through the first three months and revised to more long-term objectives at the end of this period. Managers should ensure that the employee understands how performance will be appraised and how it links to pay. Training specific to the job can be an important part of induction. There may be training and development needs that were identified in the selection process. Where appropriate, training and development activities should be arranged. 2. Department             Employees need to become familiar with the infrastructure of the department in which they are going to work. The employee should be provided with organization charts and key contacts which are relevant to the role. Managers should consider nominating a mentor for the new employee. In the initial period the mentor will act as the first contact for advice and information for the new employee. The mentor can be any colleague who is knowledgeable and will be sensitive to the problems faced by a new starter. 3. Corporate             All new employees are given an induction pack which includes details of their terms and conditions of employment. There are a number of employee guides which should be included in the pack: <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Information for Staff</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Sickness Benefits</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Pension Schemes </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Equal Opportunities</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Dealing with Harassment</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Insurance and Associated Benefits</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Safety Regulations</li> </ul>               The induction program must be planned and phased carefully, and the information must come from a variety of sources. The person in-charge for the induction program must: 1. Provide documentation and handbooks. 2. Arrange for a colleague to act as a mentor for a short period of time (1 to 3 weeks). 3. Arrange for the new employee to meet co-workers and to have a meeting with staff from other departments. 4. Devise a special project to help the new employee find information they need. 5. Ensure that a specific, useful task is available for the new employee to get started on the first day.   Delivery of the Induction Program             The Induction Program designed for the 28 sites of Y-Call will take three weeks. The program is specifically designed in order for the new employees to gain knowledge about the company, its products (or services), its environment, culture and values, and the people in the organization. The employees will receive a copy of the company’s vision and mission statement, employee handbook, the company’s recent annual report and other documents that will help them to be familiar with the company. The employees will also be toured in the company, its departments, and different locations with the aim of familiarizing the employees with the company operations and amenities and facilities. The employees will also be given a copy of the detailed job description corresponding to their positions in the company, which will include an overview of the departments and the key personnel in every department.             The different learning methodologies that will be used in order to make the employees not only familiar with the company and its operation but also enable them to contribute fully and utilize their knowledge, skills and abilities. The following training methods will be used in the three-week induction in order to equip the employees and to ensure learning is achieved even in a short period.   1. Classroom Instruction             Classroom instruction can be used to educate and train the employees. Classroom lectures are presentations that cover different topics and concepts. Discussions can also be used. Discussions encourage participants and trainers to freely exchange knowledge, ideas and opinions on a particular subject. Discussions work well when the information presented can be applied in different ways. Discussions also give trainers feedback on how employees are using the knowledge or skills they have learned ( 2002). 2. Demonstrations/ Role Plays             Demonstrations are visual instructional techniques. In demonstrations, the instructor performs the behavior or skills to be learned, and the trainees learn by watching. After the trainer models the desired skills or behaviors, trainees are asked not just to imitate the trainer’s performance, but also to apply these skills and behaviors to a sample situation in which different individuals play a certain role. Solving and discussing problems helps trainees learn technical material and content, and role plays are excellent way of applying the interpersonal skills being emphasized in the training (1998). 3. Case Studies             Case studies use factual, real-life events to illustrate organizational problems and issues. Case studies can be presented through lecture, film, or video, but most case studies are written and handed out as a course materials. Participants read the case study and use what they have learned in the program to analyze the situation (1998). 4. Games and Exercises             Games and exercises are one of the most creative and enjoyable training methods. Most training games and exercise have competition, playing rules, and a designated finish time or final score. As learning activities, games offer a number of advantages. They add variety and zest to training programs and get learners actively involved. They allow trainees to acquire knowledge, practice and apply skills, review materials, and ultimately achieve course objectives. They are versatile and easily incorporated into different types of training, whether an instructor-led classroom course or a computer-based instructional program ( 2002). 5. Mentoring             Mentoring is part of the induction program of the company. The managers are encouraged to establish a mentoring relationship between a new employee and an experienced staff. Mentoring is geared towards learning that is focused on goals, opportunities, expectations, standards, and assistance in fulfilling one’s potential (2002). Mentoring functions can be divided into two broad categories. These are: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Career Functions – career functions are those aspects of the relationship that enhance career advancement. They include sponsorship, exposure and visibility, coaching, protection and challenging assignments.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Psychological Functions – psychological functions are those aspects that enhance the protégée’s sense of competence, identity, and effectiveness in a professional role. They include role modeling, acceptance and confirmation, counseling and friendship. </li> </ul>                 The Induction program will also serve as a tool for fulfilling the performance and skills gaps identified with a new employee during the process. The induction program also aims to facilitate learning. Learning can be defined as knowledge obtained by self-directed study, experience, or both; the art of acquiring knowledge, skills, competencies, attitudes, and ideas retained and used; or a change of behavior through experience ( 1989 cited in  2000).  (1990) believes that learning has little to do with taking in information; rather it is a process that enhances capacity. Learning is about building the capacity to create that which one previously could not create. Principles of learning are the guidelines to the ways in which people learn most effectively. The more the principles are included in the induction program, the more effective training is likely to be ( 1990). 1 Motivation – in order to learn, a person must want to learn. In the context of training, motivation influences a person’s enthusiasm for training, keeps attention focused on the training activities, and reinforces what is learned. 2. Behavior Modeling – majority of what an individual learns is gained through observation of others. One will imitate other people’s actions when they lead to desirable outcomes for those involved ( 1990). 3. Participation – another way to inspire new employees/trainees is through their active participation in the induction program. Activities that facilitate active participation enable trainees to become directly involved in the act of learning. Learning usually is quicker and long lasting when the learner can participate actively. Participation improves motivation and apparently engages more senses that help reinforce the learning process (1990). 4. Repetition of Practice – regardless of individual differences and whether a trainee is learning a new skill of acquiring knowledge of a given topic, the person should be given opportunity to practice what is being taught. Practice is also essential after the individual has been successfully trained (1990). There are two aspects of practice – active practice and over learning (1989). Active learning allows the trainees to repeatedly to perform the task or use the knowledge being learned. Over learning occurs when trainees are given the opportunity to practice far beyond the point where the task becomes ‘second nature’ and is said to be ‘over learned’. 5. Application – training is useless unless learning can be applied.     Socialization             The induction program goes hand in hand with a process called socialization. In order to make sure that the induction program is effective and that it achieves its long-term goal of providing the company with a skilled and highly adapted employee, the management must understand socialization. Socialization is less tangible and goes on throughout the employee’s time with the organization.   Roles in Induction             The following sets of people are expected to take part in the induction of new employees at Y-Call. 1. HR Department – the HR department is the first point of contact of the new employee and the point where first impressions of the organization are formed. The department will be involved in the recruitment and selection process, and there is a need for coordination between it and the line manager on the arrangements to induct new employees. 2. Managers and Supervisors – managers need to have background knowledge of the new employee. Senior managers also need to support the induction process and to demonstrate their commitment to the new employees. 3. Co-workers and other Staff – colleagues can act as informal guides to the new employees. Staff from other departments can take part in the induction program. 4. Training Staff – training staff may have an important role in facilitating the induction process and designing induction courses. They need to work closely with managers to ensure induction works effectively.                 Appendix1: New Employee Orientation/Induction Checklist   Before Arrival <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> Welcome pack outlining the organization as a whole </li> <li class="MsoNormal" style="text-align: justify"> Arrival instructions </li> <li class="MsoNormal" style="text-align: justify"> Terms of employment </li> <li class="MsoNormal" style="text-align: justify"> Financial issues </li> </ul> On Arrival <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> Staff Handbook: Health and Safety, Security, Facilities </li> <li class="MsoNormal" style="text-align: justify"> Organization Policies </li> <li class="MsoNormal" style="text-align: justify"> Facilities: Telephone, Computer system, Security passes, Parking </li> <li class="MsoNormal" style="text-align: justify"> Terms and Conditions: Sickness and vacation, Disciplinary and grievance, Performance, Management procedures, Training </li> </ul> While Settling In <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> Line Manager </li> <li class="MsoNormal" style="text-align: justify"> Role description: Expectations, Personal targets and objectives </li> <li class="MsoNormal" style="text-align: justify"> Outline of available support and resources </li> <li class="MsoNormal" style="text-align: justify"> Allocation of mentor </li> </ul> Ongoing <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify"> 1 month, 3 month, 6 month review </li> <li class="MsoNormal" style="text-align: justify"> Feedback on the procedure </li> </ul>                       Appendix 2: Phases of Learning (Designing an Induction/Orientation Program)     1. Needs Assessment – In the needs assessment phase the organization conducts a systematic analysis of job-related needs and specifies the objectives of the training effort. The organization’s strategy, the resources it has available for training, and its general philosophy regarding employee training and development needs to be assessed. The different sources of information for the needs assessment are individual or group interviews, survey questionnaires, observations, focus groups and organizational records and documents ( 2002). 2. Goal Setting – The establishment of training or development objectives or goals is one of the most important steps in any program (2002). Learning objectives or goals describe the performance that the organization wants learners to exhibit (1998).  3. Design and Implementation – After the training needs are identified and the goals and objectives determined, the next step is the design and implementation of training or development programs that will achieve those objectives. This is accomplish by outlining and defining training and development program content, then selecting the most appropriate instructors to complete the process, and then selecting training methods and developing training materials that convey the knowledge, skills and abilities identified in the training objectives. 4. Evaluation – Evaluation is the final phase in the training and development process. Evaluation is the determination of the extent to which the training and development activities have met their goals.                                                     Credit:ivythesis.typepad.com

Employee orientation is a must

Induction Program Induction includes an introduction to the organization, its culture and the job responsibilities of new emp...

Global Issues in HRM

OBJECTIVES As a person with knowledge of Human Resource Management and Employee Relations, the author has always brought up to his superiors the viability of strategy formation regarding the analysis of this topic and at times fail to understand the reasons or logic behind certain strategic implementations imposed on it. By delving into this project paper, the author intends to have better insights into how Human Resource Management and Employee Relations are thought up, formulated and then imparted down into the subsidiaries of the organization. The author hopes to have an in-depth understanding as to how the Human Resource management of organizations enable them to compete effectively and profitably in this era of internationalization where competition is extremely intense. In order to reinforce the learning objectives, two key focal issues were focused upon i.e. innovation and diversity. Innovation was discussed with regard to Human Resource Management and Employee Relations where it was renowned for its developmental capabilities to constantly innovate. Diversity came under strategic thinking and formation as the author considered the diverse culture, political climate, economic surroundings, social environment, technological settings, government policies and legal systems in order to better understand the issues being discussed.   EXECUTIVE BRIEF This essay utilized the Employment Relations Act (2000) as the model to review its present impacts on trade unions and Employment Relations in general, and how it dealt with critical situations. From the analysis, key trends in the Employment Relations Act (2000) were then identified, how it worked and its effectiveness in dealing with critical situations was ascertained. The paper then moved on to assess the Employment Relations Act (2000) with regard to its suitability to critical situations, during which the internal capabilities of the Employment Relations Act (2000) in relation to the strategy being followed was determined also. An overall analysis of the performance and effectiveness of the Employment Relations Act (2000) was also conducted to assess and compare its capabilities with those of others. Gaps in the Employment Relations Act (2000) were then identified. Finally, several choices of strategies to improve the employee relations management of organizations as effective means in critical situations were recommended and evaluated in terms of appropriateness to the issues reviewed, feasibility in carrying out the options and acceptability within the key stakeholders and decision makers. Several key implementation issues related to managing strategic change were also addressed as well.       INTRODUCTION Employee relations as a form of human resource management can be defined as the efficient and effective implementation of the policies and tasks necessary to satisfy a firm’s employees and management as well. Employee relations management focuses on the careful management of the processes involved in the proper functioning and compensation of the workforce. More often than not, small companies and organizations don’t really have the capabilities to implement effective employee relations policies. Instead, these companies and organizations engage in activities that various schools of human resource management typically associate with employee relations. These activities include the establishment of employee relations protocols, compensation and benefits improvements, and performance evaluations. However, employee relations deal with all operations done within companies and organizations. Activities such as the management of tasks, the control of activities, logistics and evaluations are often related with employee relations. A great deal of emphasis lies on the efficiency and effectiveness of processes. Therefore, employee relations include the analysis and management of internal processes.     QUESTIONS 1) How and why has ER superseded Industrial Relations (IR) and was this change inevitable? All companies and organizations are governed by their basic goals and objectives. These objectives are often regarded to as the “corporate vision” or “corporate philosophy” (2001). And within the “corporate philosophy” lies the policies that are meant to foster good employee relations. Thus, certain strategies are being implemented with the aim of achieving these goals and objectives, and this constitutes a key element in the characterization of a company or organization. Personnel are undoubtedly a much more important indicator in determining the characteristics of a company or organization as opposed to industrial relations, and this is perhaps the reason why employee relations have superseded industrial relations. It is a well known fact that human resources play a crucial role towards differentiation and a potent source of competitiveness for any organization or company. Therefore, any organization must constantly invest in employee relations development even during periods of recession. In previous decades, most companies and organizations had heavily invested in enhancing their industrial relations while paying lesser attention to their own workforce. However, the fast pace of globalization in the 21st century has brought along the need for companies and organizations to shift their focus more on employee relations. With this in mind, the determination of the extent to which an organization can invest in terms of employee relations development depends on the financial capabilities of the company or organization (2004). Finances will also be carefully considered in determining the target for training and development, because it should jive with the basic policies of an organization’s human resource development strategy. In lieu of the present developments in employee relations development, there have been significant visions of learning that evolved. A majority of these learning visions are based on the idea that employee relations involve a social process where knowledge is denied instead of being acquired passively. Employee relations then, transforms into an interactive process. The interaction is being verified through the help of the participants in the employee relations development process such as the management and the employees. In this framework, high quality of employee relations development would mean the continued guidance and support of the active learning process of both parties. Obviously, this would call for an intensive and phased guiding strategy (2002). When in the active pursuit of strategic employee relations development, the interaction of the management with its labor force forms an integral part towards its success. Collaboration as a method is gradually being used by most organizations nowadays. Through this approach, the labor force can learn from the management through the imitation of their techniques in the strategic human resource development processes. In the process, the labor force is able to obtain the chance to see their own ideas in a different aspect and therefore be able to take alternatives into consideration. The relative effectiveness of this approach is determined with the capability of the labor force to continuously challenge their pre-acquired knowledge by trying to adapt to the interpretations of the management. Aside from the labor force and the management, the different resources of learning belong to a third category of factors of a strategic employee relations development environment. Moreover, employee relations development methods have shown signs of significant growth over the past years. Consequently, obtaining knowledge becomes more complicated. This is because the transformation of all this information into knowledge requires the labor force to possess the appropriate reference frameworks. But the management can certainly help the labor force transform information into valuable knowledge. The recent efforts of companies and organizations to educate the public regarding the new trends in strategic employee relations development would definitely make learning easy for every individual who desires to do so. Also, the growing impact of information and communications technology (ICT) fits in with the larger transformation towards a knowledge-based human resource development. Most companies and organizations are already adapted to ICT. Nowadays, companies and organizations are more and more using artificial intelligence systems in order to implement strategic employee relations development. Strategic employee relations development is being influenced by the interaction of two major factors. On the one hand, the instructional factors: the educational philosophy brought about by the organization and its conversion into didactical ideas. On the other hand, organizational factors: the staff, infrastructure and policies related in this area. It is obvious that every organization must possess a sound vision of policies and the efficient use of the operating budget in order to effectively perform its strategic human resource development plans (Gonzalez, 2003). Nevertheless, strategic employee relations development needs an interaction between both factors. This is because in order to respond to the new visions of learning, it will eventually transform into a model together with the various aspects of the environment. In return, the labor force will have to continuously monitor their limitations and along the process introduce innovations. 2) What effect has the Employment Relations Act (2000) had on trade unions and ER and why?             The Employment Relations Act (2000) has led to the development of employee relations in most organizations and companies, and in the past decade it has gradually transformed from low-level activities into high-profile contributors to organizational success ( 2002). However, budgets are also elevating at a faster rate than the gross national product.   The Employment Relations Act (2000) has from time to time formulated certain strategies regarding the Safety and Health of workers and employees at their workplace. Companies and organizations have to always make it a point to strictly comply with these guidelines set by the European Union. Aside from safety and health issues, companies and organizations have to also make the initiative to comply with the ergonomics issues also established by the Employment Relations Act (2000). Included in these ergonomics issues is a framework made to improve the review of present measures and standards regarding ergonomics which include guidelines dealing with heavy loads and vibration noise. Other elements of the Employment Relations Act (2000) include: <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Establishing measures for reducing the risks of injuries and diseases as part of the Employment Relations Act (2000) Guidelines. </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Spreading awareness of risk factors through seminars and training. </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Suggestions to encourage the participation of women in research and designing of workplace dimensions. </li> </ul> Responding to Trade Unions & Recognition There is definitely a need to reconcile both the inside-out and outside-in capabilities. While most companies and organizations’ employee relations policies involve focusing on its human resources as its core competencies with market position following its resource base, the company will be put into a disadvantageous position should it choose to neglect both the macro as well as industry environment. Therefore, because of the Employment Relations Act (2000) companies and organizations have started to become aware of the latest employee relations development changes, as well as changes in political, economic, legal and even demographic trends in order to develop the outside-in capabilities, such as market sensing, customer linking, channel bonding and technology monitoring. The advantages enjoyed by companies and organizations may come in the form of increased revenues. Knowing what the market demands and the latest provision in the Employment Relations Act (2000) could help them fully exploit their research and development capabilities to come out with innovative employee relations development efforts which are not only cost-effective but also high in quality and performance. The strategic option can even be used as marketing tool where the focus is on staying close to your employees and listening to their feedbacks. On the flip side of the coin, there will be huge mobilization of resources involved, and the associated risks bestowed on the company. Nevertheless, the mentioned strategic option seems the most practical in the wake of globalization, since there is a sudden shift towards a more integrated and independent employee relations development. The key stakeholders too should not have any objections so long the company’s core business is not threatened. By virtue of the centralized control of the subsidiaries of an organization, it is being expected that major barriers should not exist in carrying out such an option except additional time may be required given the scope and span of operations. Understanding the strategic importance of employee relations development in relation to the Employment Relations Act (2000) is something that companies and organizations have to be familiar with. They normally practice a centralized and globally scaled development of capabilities among its employees. This allows information dissemination to be retained at the corporate headquarters. CONCLUSION The results of the analysis carried out on the Employment Relations Act (2000) indicated very significant benefits for the human resources of companies and organizations, even amidst the threats of unrest. Therefore, we could conclude that the Employment Relations Act (2000) could still be expected to expand and progress. The review of the Employment Relations Act (2000) also revealed very little inconsistencies considering the strategies of most companies and organizations. This is coherent with their traditional inside-out approach. However, the need to reconcile both the inside-out and outside-in approaches becomes imperative now for most companies and organizations. The analysis among the environment and the Employment Relations Act (2000) revealed certain gaps, most of which are biased towards the environment. However, these gaps paved the way towards determining a number of recommended strategic options to secure the competitiveness of companies and organizations while abiding the Employment Relations Act (2000). Also, companies and organizations have to find a balance between adherence to internal forces and to the changing forces of the environment in order to implement such strategic options.   Credit:ivythesis.typepad.com

Global Issues in HRM

OBJECTIVES As a person with knowledge of Human Resource Management and Employee Relations , the author has always brought up to his sup...

IMPORTANCE OF EMPLOYEE FEEDBACK IN RETAIL INDUSTRY IN U.K.

CHAPTER 2   Introduction   This chapter will review the related literature conducted on the area of study.  By embarking on such pursuit, the research may be guided accordingly by firstly discovering where the research is coming from, what and how much have been studied regarding the topic and what it is yet to tackle.  Besides providing background to the study, this chapter will provide the necessary backbone and support in order for the research to stand credible.  By surveying the past researches related to the study, a historical perspective may take place.  The researcher will also gain an idea on how such venture has been explored in the past.  In this manner, this study may be able to reflect, compare itself, learn from setbacks and produce a stronger and more efficient study.  This part of the paper will also provide the research a rich source of data, both new and old, that will enhance and enrich the study (and the direction it will plan to undertake) even the more.    The previous discussion introduced the topic.  What this chapter should do then is to further enrich the reader of the data regarding the research.  It will clarify the research for the researcher and the reader, and in a sense concretize the goals, aims and objectives expressed earlier in the study.  The chapter will emphasize how it will contribute to the field of study it has chosen and further improve it.  Since, the focus of the research problem is to asses if there is a need for feedback from the ‘part time’ employees in ABC stores, this chapter will provide important details about employee feedback. Further, this will also provide a review of the importance of employee feedback, specifically in retail industry. The discussion will also include information about the different types of employee feedbacks and the advantages and disadvantages of each type. Further, this will also discuss the relevance of employee feedback in Retail sector, the usefulness of having employee feedback to reduce costs, the disadvantages of not having employee feedback system as well as the disadvantages of employee feedback to a retail store.   Employee Feedback   One of the problems faced by different organisations is in terms of having effective and efficient performance among the stakeholders, specifically in line with the employees. It is said that any organisation, may it be profit-oriented or not-for-profit, the most vital asset is its employees. And for these organisations to maximise their assets, they should manage the employees’ working condition with intelligence and efficiency (, 1998). It is therefore necessary to understand the employees for the organisation to be effective (, 1996). Consequently, employees must then be motivated for the survival of the organisation. Motivated employees are more productive. To be effective, organisations need to understand what motivates employees within the context of the roles they perform. Thus, it is important to have a feedback system within the organisation.   Feedback is the information people receive about their performance. It conveys an evaluation about the quality of their performance behaviors. Giving feedback is “the activity of providing information to staff members about their performance on job expectations” (, 1990, p. 20). Feedback is an important part of the education process. Test grades let students know what they have achieved and what they must learn to do better next time. People at work give feedback to reinforce others’ good behavior and correct their poor behavior. The recipient of feedback judges its value and determines whether to accept and act on the feedback, reject it, or ignore it. Feedback has different purposes at different career stages. It helps newcomers learn the ropes, mid-career employees to improve performance and consider opportunities for development, and late career employees to maintain their productivity. Managers are an important source of feedback because they establish performance objectives and provide rewards for attaining those objectives. Other sources of feedback are co-workers, subordinates, and customers.   Feedback does not only come from these sources, sometimes the management are seeking the comments and feedbacks of the employees per se to help them in improving organisational performance. Employee feedback is the process of delivering feedback from employees to the management intended to identify ways to enhance management effectiveness or to increase organisational performance. It is also a process of giving information to the management about the current status of the organisation as perceived by employees. The information given by the employees may include but not limited to their opinions about the organisation and about their needs and demands to be motivated to do their job efficiently.   Importance of Employee Feedback               It is said that employees are considered as one of the most important assets of an organisation. Therefore, employers cannot be inflexible about implementing rules and regulations without taking into considerations the perceptions and opinions of the employees. Herein, an effective policy can be implemented by using proper communication channels. Communication between the management and employees can be attained through a well-oiled feedback process. Hence, employee feedback is about getting information from employees and using these data to benefit the organisation.             Accordingly, feedback is a process of mutual communication and reciprocation between the management and the human resources. It describes the pulse of the organisation. In business sectors, employee feedback is considered as a scientific process. It is done in different levels of the company   before implementing a new organisational policy or announcing promotions. Further, many consider employee feedback as a diagnosis of an organisation. In this regard, the entire process of feedback includes the design, analysis, implement and chalking out of action plans which are handled in scientific manner.               Few companies are trying to design their own feedback process while others opted to conduct surveys by using different employee feedback tools available and by considering the help of HR consulting firms. Organisations are using employee feedback because of the benefits that they get from knowing the views of their employees. Firms considered employee feedback as an aspect of management system which yields much importance.               One of the importance’s of having employee feedback is it enables the company to capture various kinds of information from their employees. This information can be categorised into two factors: company level and the job level. At a company level, the information gathered may include the awareness about the organisation’s financial status, the global strategy used by the company, the overall perception of employees about the company environment and other important information in the internal environment of the organisation. On the other hand, information from job level may include details about the variety of work, quality of work and role play. The information gathered may be used for evaluation purposes and for identifying different issues to be addressed (, 200).               It is noted that when employees pass through the company doors, these employees do not leave their opinions behind. The opinions of employee also affect attitude and performance. Hence, employers need to understand every aspects of their company in order to be more competitive. Developing employee feedback not only provides the management with a way to constructively voice their opinions, but it can also provide employers a heads up on different problems they didn’t know existed and with that, they can develop solutions before these issues become a deeper conflicts.               Other importance of having employee feedback is it enables the management to know the needs and demands of their employees for them to be motivated to work efficiently for the company. Through this information, the management may be able to find a way in meeting these needs to satisfy their employees (, 1994).  Satisfying the employees can significantly create a good working relationship among management and the employee and a good reason for the employees to do their best to achieve organisational goal.  It involves responsibility and authority for decisions affecting the workplace, downwards through the organisation.   It cannot be denied that one of the most important factors for an organisation to be successful is to have a harmonious relationship between the management and the employees.  It is essential that the employee feedback system provided by the organisation is clear and consistent from within all levels of the organisation. It must address both organisational and individual employee concerns.   Types of Employee Feedback               There are different types of employee feedback. These include employee survey feedback and 360-degree feedbacks.   Employee Survey Feedback   Another formal method of providing feedback involves the employee attitude survey. This process reports attitude survey results to managers and employees (, 1988). It is called “survey feedback” when accompanied by a structured follow-through procedure to help work groups interpret and use the information (, 1977). Employee attitude surveys may be collected via paper-and-pencil questionnaire, one-on-one interviews, or interviews with groups of employees (termed “focus groups”).   This is different from multi-source surveys such as upward and multi-source feedback because the survey items ask for general attitudes about different facets of the company, possibly including the supervisor. However, instead of averaging the results separately for each unit manager and giving the manager an individualized feedback report, a single report is generated for the entire department or even the entire company. Therefore, managers must evaluate the extent to which the overall results apply to them and their work groups (, 2003).   Employee attitude surveys are less costly than analyzing and preparing reports for each manager separately, although the results are necessarily less precise. Nevertheless, survey feedback results can provide a useful way to stimulate discussion in the work group about issues that may be relevant to other parts of the company as well. Results may be reported to everyone in the organization or department in special bulletins. Supervisors should be encouraged to meet with their work groups to discuss the meaning of the results for the organization as a whole and the work group in particular.   The overall corporate survey results become a tracking mechanism to evaluate the effects of organizational policies on employee satisfaction. Also, the importance of the satisfaction measures can be determined by examining the correlations between employee satisfaction and outcome measures such as employee turnover and absenteeism.   360-Degree Feedback   360-Degree Feedback also known as multi-source feedback refers to ratings that can come from subordinates, peers, supervisors, internal customers, external customers, or others. When feedback comes from all the locations around a person (boss, subordinates, suppliers, customers) it is also called “360-degree” feedback. Usually, multi-source feedback is collected for managers or supervisors, but it could be collected for any employee, with the raters depending on the employee’s role in the organization. Multi-source ratings are not always collected from all possible sources. For instance, sometimes only upward ratings are collected (i.e., subordinates are asked to rate their supervisor). Multi-source ratings are collected through surveys using computer, telephone, in-person interviews, or paper-and-pencil questionnaires. The survey may be administered annually or more often. For example, a division of Motorola collects ratings quarterly by computer for automatic averaging of scores and providing of feedback reports to managers (, 1995). Multisource feedback is growing in popularity and importance as a method for evaluating employees and providing them with input for development. A 1995 report indicated that all Fortune 500 companies used or were planning to use multisource feedback (, 1995). A 1996 paper reported that 25% of companies use some form of upward or multisource feedback survey process (, 1996). Four years later, another report indicated that as many as 12% to 29% of all U. S. organizations were using this method (, 2000). Clearly, the use of multisource feedback has not diminished, and in all likihood has increased.   There are several reasons why multi-source feedback is such a popular method for evaluating performance. The feedback contributes to individual development by providing information on worthwhile directions for learning and growth. It builds self-awareness, which in turn increases self-reflection and perhaps a greater understanding of others and how they react to you. This, in turn, could prompt managers to think more about the potential consequences of their actions toward others. Managers may feel accountable to respond to others’ ratings of them. When administered over time, the survey results provide a way for managers to track changes in their own performance as they try to react to previous feedback and change their behavior.   Likewise, , (1998) stated that the 360-degree feedback process encompasses the creation and execution of employee development plans. The experts have seen 360-degree feedback used in a number of ways, including (1) to achieve business strategy and culture change by clarifying the behaviors that are required to support these initiatives by “re-focusing the workforce to attain changed organisational goals through changing their behavior” (, 1997, p. 19); (2) to enhance team effectiveness by identifying gaps in team skills sets in organisations seeking to implement a team structure ; and (3) as part of human resource management systems. “Just as individuals use 360 degree feedback to determine their own development needs, organisations can use aggregate reports to create a profile of training and development needs across the company” (, 1997, p. 20).   On the other hand, feedback provides a way to assess goal accomplishment. A key to employees’ perceptions of their goal-performance discrepancies is the self/co-worker performance rating discrepancy. , (1991) and , (1993) have investigated how people react when feedback is more, less, or equal to self-perceptions. Basically the 360-feedback suggests the need to consider what happens when different self/other discrepancies arise from different sources. Suppose employees whose self-evaluations are unfavorable receive unfavorable feedback from customers but not co-workers. , (1976) believes that such employees may be satisfied with feedback that is consistent with their self-perceptions and cause them to pay more attention to the source(s) that match their self-perceptions.   Others may give more weight to the least favorable source, according to the prospect theory of , (1979) notion that losses loom larger than gains. Recipients of feedback have more positive reactions and report higher ability levels when they focus on positive features of the feedback (e.g., the number of others who performed worse than they did) rather than the negative features (e.g., the number of others who performed better than they did) (, 1994).   Relevance of Employee Feedback in Retail Store               Principally, many believed that no one really know the methods, system and procedures of an organisation better than the employees. It is said that employees are the company and the management can’t possibly provide the needs of the employees without getting their feedback. Employee feedback is also called job satisfaction surveys, organization climate surveys and employee opinion surveys,               As the management seeks feedback and if they give attention to the views of the employees, it leaves as a strong message to the employees that they are important to the organisation. The concept of retailing is simply defined as the direct sale of commodities to consumers. However, to be able to succeed in this kind of venture, a considerable number of considerations must be identified. The tool that one uses to measure its success often defines the vision and strategy in retailing ( 1997). One of these is to initiate a system that would motivate the employees to do their job in a quality manner, specifically in a direct contact with the customers.               Millions of people are employed in retailing industry. These employees are coping with many of the same environment and work-related situation as factory and office workers who have been so intensively studies by behavioral researchers. Like other forms of employment, retailing work is consists of job dimensions. And since labor is one of the retailer’s greatest costs, there is a need to strategically manage the personnel for high levels of productivity and return on investment.               An effective retails store management is dependent on motivated, satisfied and loyal employees who will be productive, develop tenure with the firm and maintain assigned work schedules. In order to attract and keep their employees satisfied, the retail store managers must consider the views and opinions of the employees. The employees may not be satisfied if the management do not provide the needs of their employees and to know the needs, there is a need for an employee feedback system.               Through this employee feedback, the management may be able to know the views and perceptions of their employees regarding the issue of satisfying the customers. In addition, the management of a retail store may be able to improve quality, productivity and customer service. In addition, employee feedback is also relevant for retail stores in a way that it helps the management to know what going on right away with the store and what might be going wrong. Further, the retail store management may also find the opportunities to save money and ways to increase the bottom line. Successful retail industries gather feedback and use it to their advantage.   Usefulness of Having Employee Feedback               Employee feedback can be said to be a useful tool in enhancing organisation performance. Through employee feedback system, the management are being aware of the needs of their employees. When individual needs such as growth and strength, coupled with job characteristics or job scope, have a matching existence within a structure then the levels of job performance and satisfaction are expected to be high. Upward and lateral communication through an effective employee feedback system has significant effect on job performance and job satisfaction when the matching existence with strategic management is present (, 1985)   Satisfying the employees through employee feedback can significantly create a good working relationship among employer and the employee and a good reason for the employees to do their best to achieve organisational goal.  It involves responsibility and authority for decisions affecting the workplace, downwards through the organisation. Thus, in an organisation, employees need to be equally empowered by knowing their views and opinions which can be achieved by an employee feedback system. This empowerment results to an increased competence, self-esteem and self-respect, which are very important to one’s well-being.     In addition, employee feedback is also useful in terms of creating an environment in the workplace that results in employees feeling better about themselves when they are in it results in love of their work. A working environment that constantly raises an employee’s self-esteem, above that she/he experiences anywhere else in their life, will be where she/he most desires to spend their time and yields very high employee satisfaction with their job and costs next to nothing. People do more of what they enjoy and less of what they don’t enjoy. The results also show that people who enjoy working are more productive. Furthermore, analysis shows that in an organisation, there is an existing problem that the employees are facing due to their individualities.  Since, they have different personalities and values, they may tend to have difficulty in communicating with other employees, thus result in some conflicts.   Another use of employee feedback is in line with cost reduction. Through employee feedback, the organisation will be able have the assurance of having competent employees; hence, this may mean that the company may reduce the cost for hiring purposes since the employees that they have are efficient enough to handle the tasks given because they are satisfied.  Furthermore, through employee feedback, the company may reduce cost on outsourcing other employees from other departments to do the job for them. Through the willingness of the employees to work hard for the company the organisation may yield higher profit because this means that they provide quality service among their customers.   Disadvantages of not having Employee Feedback   Any organisation, may it be profit oriented or not-for-profit, the most vital asset is its employees.  In addition, for these organisations to maximize their assets, human resource management (HRM) should manage the employees’ working condition with intelligence and efficiency (, 1998).  The employees must be allowed to be involved in making work-related decisions to further enhance the organisational structure (, 1996).  Furthermore, the structure of tasks among the employees strengthens the organisational performance (, 1989).    It is therefore necessary to understand the employees to build a good relationship on them (, 1983).  The development, building, motivation, enhancement, and enrichment of the employees of any organisation largely depend on the leadership, mandate, and vision of the human resource management (HRM) of an organisation (, 1999).  According to  (2002), the process of making an organisation is simultaneously the growth and maintenance of relationships among individuals who are working towards a common goal and the actual accomplishment of tasks, individually and collectively.    However, if an organisation does not give value to the views of their employees, the employee may not be able to do what is expected of them to do.  Without considering an employee feedback system that will monitor the employees about their needs, expectations and views, the organisation may be affected negatively. The employees may not do their job well because they might think that the organisation is not giving importance to them. Logically, it is not plausible to satisfy customers with unsatisfied employees. Most importantly, studies shows that satisfied employees are just likely to leave an organisation as unsatisfied employees. Thus, if the organisation will not be able to impose an employee feedback, they miss the chance of knowing what their employees is thinking and the needs of the employees to make them be satisfied. . Disadvantages of not having Employee Feedback in Retail Store   In managing people, an the management of a retail store, should be able to learn to think more systematically and strategically in using the organisation’s most valuable asset and the company’s great resource and that is the people.  The retail management should be able to develop a thriving organisational culture and a stronger organisation by good management of the people, providing their needs and the things that they deserve in order for them to be motivated and satisfied and for them to seek more improvement and career development for their sake and for the organisation’s sake as well ( 1999).  And this can only be done by knowing what is in the mind of the employees.   As mentioned, employee feedback helps retail management to ensure satisfied customers because of direct contacts with satisfied employees. In this regard, employee feedbacks system is important. Without an employee feedback, a retail industry may not be able to determine the problems ahead of time which may result to a deeper conflict. Furthermore, if a retail industry does not have an employee feedback system, they will not be able to know their needs which may affect their performance, especially in dealing with customers.   Employee feedback has emerged as a strategy used to learn more about employees’ needs and behaviors in order to develop stronger relationships with them.  It works on the fundamental tenet that the employees are at the heart business success. In general, the firm needs to value its employees by using employee feedback based on the total value of their relationship with the company, the potential value of their relationship, the profitability of their relationship, the insights they can provide the company, and the influence that they wield over other employees. But without having employee feedback system, a retail industry must not be able to know all this information which may affect business performance.   In addition, another disadvantage of not having employee feedback system in a retail store is in terms of not gaining clearer insights and more intimate understanding of employees’ behaviors. Herein, the retail industry may not be able to build an effective competitive advantage with their unsatisfied employees.   Reference Credit:ivythesis.typepad.com

IMPORTANCE OF EMPLOYEE FEEDBACK IN RETAIL INDUSTRY IN U.K.

CHAPTER 2 Introduction This chapter will review the related literature conducted on the area of study. By embarking on such purs...