Employee Relations
The word 'employee relations' refers to organisations efforts to manage and control relationships among employers and employees. A company with a very good employee relationship programs provides fair and constant treatment to all employees so they may be devoted to their jobs and dedicated to the employer. Such programs additionally aim to save and resolve problems springing up from conditions at work.
Any organization can’t perform only with the assist of tables and chairs or other non living entities. It wishes humans who work collectively and perform to reap the desires and objectives of the organization.
Employee relationship management is a process that businesses use to efficaciously manage all interactions with employees, in view to acquire the goals of the employer. The human sources department have to play an essential function on this system, each in phrases of training and coaching managers and executives on how to correctly set up and nurture relationships with employees and in measuring and monitoring those relationships to decide whether or not targets are being met.
One of the best approaches for an organisation to make sure good employee relationship is to adopt a human resource strategy that places a excessive value on employees as stakeholders in the business. Stakeholders are people who are devoted, financially or in any other case, to a company and are benefitted by its achievement. When employees are treated more than just paid labourers, as real stakeholders with the power to affect outcomes, they experience greater valued for the job they do.
It is not enough to assume that a company or even its HR professionals know what is important to employees. Needs are vary depending on employee characteristics such as age, gender, as well as the type of job being performed. It is a good idea to find out directly from employees what their needs are. You can do this in one-on-one conversations that take place informally throughout the year, during formal employee evaluation meetings and through surveys and polls that can provide a quantitative indication of employee needs.
There is a widespread recognition in the 21st century that effective employee relationship management requires consideration of the whole employee. That means taking steps to ensure that the employee's work-life needs are well balanced. This can occur through creative staffing that might involve part-time, flexitime or even off-site work assignments
Communication is critical to establishing strong employee relationships. Managers ought to be committed to communicating frequently and truly with employees with regard to their issues that affect their work. The greater open organisations may be, the more likely they may be to establish powerful relationships that lead to expanded loyalty and productivity among employees and reduced turnover and dissatisfaction.
Effective employee relationship requires ongoing concentration. Which means that managers and their HR departments have to be alert at all times for signs and symptoms of discontent, which can be subjective, as well as cautiously monitoring the effects of more formal assessments. Those outcomes ought to additionally to be shared with staff. Most of time employees are requested to complete surveys and are not informed of the results or what is going to be accomplished with the outcomes.
In the long run, employee relationship requires the same talents and techniques required to manage any relationship. A clean understanding of workers' needs and a choice to meet those needs is foundational. Then steps ought to be taken to have interaction effectively with employees via a selection of conversation channels, interpersonal and formal (intranet web page, newsletters, and many others.). Ultimately, measurement of the effectiveness of these efforts must be frequent and ongoing, with improvements and modifications made while results aren't showing continual improvement or satisfactory degrees of performance.







References


Armstrong, M., 2010. A Handbook of Performance Management. New Delhi: Kogan Page Limited.
Hymowitz, C., 2000. How can a manager encourage employees to take bold risks? New York: Human Resource Planning Society.
Oluchi, O., 2013. Co-operation Between Employee and Management to In-crease Productivity :A Case Study of Mobil Producing Nigeria Unlimited. International Business Management.
Saarbruecken, V.D. & Ivancevich, J.M., 2001. International Human Resource Management. New York: McGraw-Hill.

Shapiro, G., 2000. Employee Involvement: Opening the Diversity Pandora's Box. Personnel Review, Vol 29, pp.304-23.

Comments

  1. Rifas MBADecember 22, 2018 at 11:55 PM

    Good to read the article! add some charts, tables, and photos.

    ReplyDelete
  2. tmsujeevaDecember 28, 2018 at 7:06 PM

    Good valuable share

    ReplyDelete
  3. Sampath W D NDecember 29, 2018 at 8:47 AM

    As you explain we should build strong relationship....good one....

    ReplyDelete
  4. ShanikaJanuary 5, 2019 at 11:30 PM

    Good article.thanks for share this.

    ReplyDelete
  5. Bandara AdhikariJanuary 6, 2019 at 7:10 AM

    Informative article. Worth to read & share.

    ReplyDelete

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