Employee Relations

Topics: Human resource management, Management, Performance management Pages: 6 (1693 words) Published: April 27, 2012
Employee Relations
Dr. Harold Griffin
HSA 530: Health Services Human Resource Management
February 23, 2012

Employee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale (Hopkins & Hampton, 1995). Essentially, employee relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations. This paper will develop a strategy specific to my organization for integrating job performance & training, discuss the most significant performance management challenges the organization I have researched has faced, outline basics of a performance management initiative that would significantly improve employee performance across the organization as well as encourage employee retention, and create a set of best practices specific to the organization for improving employee relations. Develop A Strategy Specific To Your Organization For Integrating Job Performance And Training

Training and development in an organization requires implementation to achieve success. Therefore, the strategy will require vision, focus, direction and an action planning document. A training strategy is a mechanism that establishes what competencies an organization requires in the future and a means to achieve it. There are many important aspects to consider here. To create strategy you will need employee training, team building & development, leadership development, executive coaching, competency requirements & skills , objectives & action plans, and vision.

According to Chase (1998), "You send your employees to training to teach them new behaviors. But if you don't make the effort to encourage the transfer of those behaviors back to the workplace, you may as well be throwing your training dollars out the window." Gill (1996) indicates that performance is measured in terms of progress toward specific goals. In order to claim that performance has improved, there must be some sort of measurable change according to the standards or indicators that have been established. In discussing performance deterioration, Rosenberg (1998), says that performance will never improve by itself, and that once deteriorated, performance becomes increasingly resistant to improvement. It will only stay improved if there is support from the performance improvement system (e.g., supervisor support). The implication for a performance improvement strategy is that there must be clearly established goals and an evaluation component to determine how successful specific interventions have been to attain those goals. Discuss The Most Significant Performance Management Challenges The Organization You Have Researched Has Faced

Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization. More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals.

According to Flynn, Mathis, & Jackson (2007), "healthcare organizations develop performance management systems to define expectations for employees and to manage their performance" (pg.185). The challenge in assessing performance is identifying indicators that directly measure results, while at the same time measuring progress toward high-level strategic objectives. Measures that are not linked to the strategic objectives will not provide a meaningful assessment of performance for the organization, department or employee. Furthermore, employees need to understand the indicators, and have the ability to directly influence the outcome. If the ability to influence the indicators is affected by outside factors, employees will...

References: Chase, N. 1998. Managers make training stick. Quality Magazine on-line at http://www.qualitymag.com/articles/apr98/0498tt.html.
Flynn, W., Mathis, R., & Jackson, J. (2007). Healthcare Human Resource Management: (2nd ed.). Mason, OH: Thompson South-Western Cengage Learning.
Gill, S. 1996. Linking Training to Performance Goals. American Society for Training and Development: Alexandria, Virginia.
Hopkins, D., Hampton, M. (1995). A challenge to managers: Five ways to improve employee morale. Executive Development, 8(7), 26.
Rosenberg, M. 1998. Tangled up terms. Performance Improvement 37(9): 6-8.
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