1. Developing Employee Relations and Communications13
Developing Employee Relations and Communications
© 2004 by Prentice Hall
Terrie Nolinske, Ph.D.

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

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

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

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

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

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

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

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

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

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

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

13. Management Actions Commonly Appealed
allocation of overtime
warnings for safety rule violations
size of merit pay increases
specification of job duties
employer’s reimbursement for medical
expense claims filed by employees
performance evaluations
© 2004 by Prentice Hall
Terrie Nolinske, Ph.D.

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

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

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

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

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

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

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