Leadership and Employee Relations
Leadership and Improving Employee Relations
Patricia Solano
MGT 210
December 11, 2011
Keith Jacobs
Leadership and Improving Employee Relations
In Chapter 15 of Supervision: Key Link to Productivity, there is a survey to determine what type of leader a person is (Rue & Byars, 2004). I took that survey and I scored 68 in leadership and 32 supervisory. What this means is the person who is a leader tends to get things done with motivation and guidance to get the best possible results, as opposed to a supervisor who tends to be more abrasive or provocative. As a leader I have been described as having the patience of a Saint and that I encourage free thinking. Turnover has been low for me as it was for the supervisor before me was the same type. While staff relations are not quite harmonious, they will support each other when needed. I find it difficult sometime because I have come to the conclusion not everyone has a natural desire to work hard for what they want. This makes it confusing to understand those who do not give 100% to achieve the job goals. This will be a study of how to improve employee relations. Improving employee relations can be done by bringing morale up through effective and open communication. The supervisor’s ability to address concerns and to follow up on those concerns; and by setting the example will give the employee a feeling of worth. It is also important for the supervisor to show support for better or worse the employee’s actions. Delegating tasks is not by itself empowerment but giving guidance and encouragement and the willingness to support the employee whether the outcome was ideal or not (Weiss, Sep2011, Vol. 72 Issue 9). It is important to give employees praise and recognition for the work that they do, people like to hear when they are doing a good job. When the only recognition heard is the pointing out of errors it brings down morale and people’s work start to suffer. This writer also
Patricia Solano
MGT 210
December 11, 2011
Keith Jacobs
Leadership and Improving Employee Relations
In Chapter 15 of Supervision: Key Link to Productivity, there is a survey to determine what type of leader a person is (Rue & Byars, 2004). I took that survey and I scored 68 in leadership and 32 supervisory. What this means is the person who is a leader tends to get things done with motivation and guidance to get the best possible results, as opposed to a supervisor who tends to be more abrasive or provocative. As a leader I have been described as having the patience of a Saint and that I encourage free thinking. Turnover has been low for me as it was for the supervisor before me was the same type. While staff relations are not quite harmonious, they will support each other when needed. I find it difficult sometime because I have come to the conclusion not everyone has a natural desire to work hard for what they want. This makes it confusing to understand those who do not give 100% to achieve the job goals. This will be a study of how to improve employee relations. Improving employee relations can be done by bringing morale up through effective and open communication. The supervisor’s ability to address concerns and to follow up on those concerns; and by setting the example will give the employee a feeling of worth. It is also important for the supervisor to show support for better or worse the employee’s actions. Delegating tasks is not by itself empowerment but giving guidance and encouragement and the willingness to support the employee whether the outcome was ideal or not (Weiss, Sep2011, Vol. 72 Issue 9). It is important to give employees praise and recognition for the work that they do, people like to hear when they are doing a good job. When the only recognition heard is the pointing out of errors it brings down morale and people’s work start to suffer. This writer also
References: Rue, L. W., & Byars, L. L. (2004). Supervision: Key Link to Productivity (8th ed). New York, NY: McGraw-Hill/Irwin. Rutigliano, A. J. (Jul86, Vol. 75 Issue 7,). Some Would Call It Paternalism. Management Review, 34-40. Sonawane, P. (Oct2008, Vol. 44 Issue 2). Nonmonetory Rewards: Employee Choices and Oranizational Practices. Indian Journal of Industrial Relations, 256-271. Weiss, W. H. (Sep2011, Vol. 72 Issue 9). Building Morale, Motivating, and Empowering Employees. Supervision, 23-26.