Human Resource Employee Policy - Coursework Example

Human Resource Employee Policy Author Institution Course Title Instructor Date 1. Introduction Human Resource Employee relations strategy is an important tool for any organization. It enables the company to align human resource development with organizational strategic objectives, mission and goals so as to enhance the achievement of such objectives. It also identifies potential risk in human resource employee relations and the strategies put in place to deal with such a risk. This policy also describes the company’s risk management for loss of staff and disputes as well as policies for Equal Employment Opportunity (E.E.O.), family-work balance, discrimination, disputes and harassment at workplace. 2. Strategic Human Resource Management This section will describe how the Human Resource Management policies are aligned with the company’s strategies in order to achieve organizational objectives. Human resource management practices such as training and development, recruitment and hiring and placement of employees should be integrated into wider business planning. Training and development of employees should be systematically linked with the company’s missions, goals and objectives. Training and development from a strategic perspective shall involve management of employee learning keeping in mind the key corporate and business objectives (McLagan, 1989). This can be done by integrating Human Resource Development with the needs of the organization as a necessity for organizational survival. All employees should participate in training and development in order to ensure full utilization of knowledge and skills of each employee; but such training shall be in line with the missions, goals and strategic objectives of the company. Developing talents within the organization is a key factor in enhancing an effective employee performance so as to meet the expectations and needs of customers in terms of product offering and service delivery. In terms of hiring and placement, the company should first consider the strategic objectives of the company, and then consider the type of experience, knowledge and skills required for an employee to achieve such objectives. The company should hire employees according to their ability to utilize the company’s resources in order to achieve the objectives of the organization (Chien-Chi and Gary, 2008). Therefore, the company should first outline the required set of skills required for a given job. This shall be based on duties and responsibilities of the potential employee in accomplishing the company’s missions, goals and objectives. The best candidate with the required knowledge and skills should be hired to deliver the required strategic objectives. Human resource management should also gain the support and participation of top management. In this regard, the Human Resource Manager shall plan for regular training of the top level management on HRM activities. Human Resource management should also involve an analysis of its external environment. This includes analysis in terms of opportunities and threats which are then presented in both human resource and business strategy of the company. The company’s HRD should also use the company’s assessment of competition so as to contribute towards the overall profitability of the company (Rose and Kumar, 2006). The HRD budgets should be allocated in such a way that the company attains cost-effectiveness in its attempt to gain competitive advantage in the market. Line manager commitment and involvement is also a key aspect in enhancing effective employee relations and strategic human resource management. Line managers should participate in training sessions. Human resource department should also consult with the line managers in order to determine areas that need employees’ improvement. Line managers should also be involved in training and coaching of subordinates. They should also update their skills through human resource training and development activities and identify the human resource needs within their departments. 3. Potential risk The potential risk identified in this policy is that related to employee health and safety. An effective employee relation is enhanced by a safe and healthy environment. Performance indicators for employees’ safety and health include loss of life, injuries, accidents and ill-health. If such issues are reported in the company, then it indicates that employees’ work environment is risky and needs to be improved. Loss of life may occur as a result of accidents or injuries resulting from the use of equipments in the company or through exposure to dangerous chemicals and other risk factors inherent within the company’s work environment. Injuries and may also occur during the normal course of employees’ work. This may include use of dangerous equipments. Exposure to certain chemicals and micro-climate within the work environment may also lead to ill-health (Rose and Kumar, 2006). In whichever occurrence, the company is bound to lose a lot as a result of reduced productivity and performance of individual employees. There are various strategies that can be used to combat the problems related to employees’ health and safety. First, it is necessary to develop an integrative, participative and proactive system within the company’s work environment. Involvement and participation of all stakeholders in the workplace leads to effective management of occupational safety and health of employees. Top management will be able to communicate effectively with subordinates and create a safe and healthy environment for the subordinates. The employees’ will also be able to raise their concerns about the work environment, hence enabling the managers to help them in creating a more safe and healthy environment. The company has developed a safety and health management team to implement health and safety programs within the organization. Health and safety management of the company shall test and ascertain that all equipments and materials used at the company’s workplace are safe and healthy. It should implement training programs for employees concerning health and safety measures (Swanson and Holton, 2001). Health and safety managers should demonstrate to employees how to use the company’s equipment in the best way that can minimize accidents, injuries and illnesses. The team should also formulate policies relating to environmental conservation so as to keep the work environment free of pollution and destructions that may result in injuries, accidents and ill-health. Keeping the work environment safe and healthy depends on participation of employees, safety and health management team, and top management. Each team should understand its role in maintenance of a healthy and safe work environment in order to avoid overlap of responsibilities and avoid conflict at the workplace. These strategies and risk minimization policies shall be formulated and implemented using appropriate consultation and research approaches. Human resource management team should consult relevant authorities including national safety and health management authority (OSHA). The team shall also consult all members of the organization to gather enough information on how to come up with the best policies regarding to safety and health of employees (O’Donnell and Thomas, 1997). Research should also be undertaken so as to find out the best way to minimize potential risks in the organization. The research may involve internet research whereby the company finds reports from successful health and safety management teams and authorities. The company’s Human Resource Management team may also conduct research on other companies which are successful in minimizing safety and health problems at their workplaces. 4. Risk management for loss of staff and disputes Conflicts at the workplace and dissatisfaction of employees may lead to loss of staff and disputes. The company should be committed to satisfying the needs of employees and providing a good working environment with minimum conflicts and disputes. This can be done through a number of ways. First, favorable terms and conditions shall be provided at the workplace so as to motivate employees to remain within the company and increase their performance and productivity. Good remuneration shall be provided and the working environment shall be kept conducive. Motivating employees will also provision of other benefits such as commissions, leaves, holidays and other benefits (Felstead and Green, 1994). Loss of staff can also be managed by carrying out of regular surveys to determine the level of satisfaction of employees. If the employees are dissatisfied, relevant steps are taken to improve their satisfaction and meet their needs. Disputes in the organization can be managed using appropriate conflict resolution mechanisms. These mechanisms should involve all stakeholders within the organization. The root cause of the dispute should first be determined and then necessary steps are taken to resolve them. The interests of both parties in dispute should be taken into consideration. Each party should agree with the final decision and if that is not possible, a decision that is in best interest of the company shall be adopted. The essence here is that the dispute should be resolved without infringing the rights of any member. Parties who seem to cause problems to other employees in the organization should be punished in an appropriate manner. 5. Other policies – E.E.O., Family-work relationships, Discrimination and harassments In order to meet the international standards of employment and meet organizational objectives, the company should provide Equal Employment Opportunity (E.E.O.). This can be done through a transparent recruitment process whereby the best talent shall be selected for the job based on relevant knowledge and skills of the applicants. The most qualified candidates shall be selected regardless of age, gender or ethnicity. The company should also provide good family/work balance that will enhance effective family/work relationships. This is possible if employees’ work time does not exceed the required standard work time. 30-35 hours per week ensures that the employees to get enough time to spend with their families (Lepak & Snell, 1999). This makes them happy and contended with their job at all time. It also ensures that the employees attend to their families. This reduces stress that may impact negatively on the performance of employees. Discrimination and harassment at the workplace shall also be discouraged. Employees should be encouraged to live in harmony within the workplace and strict punishments shall be undertaken on those who participate in discriminatory and harassing activities. The company shall also provide equal treatments to all employees in order to avoid discrimination of any kind. Employees should be entitled to equal benefits, rights and privileges without regard to gender, age or ethnicity. Remuneration shall be provided equally at every job levels and promotion opportunities shall be granted to all employees without any discrimination. Employees who harass other will also be punished and if the harassment persists, he may be terminated. References list Chien-Chi T. and Gary N. M. 2008. “Strategic HRD practices as key factors in organizational learning.” Journal of European Industrial Training, Vol. 32, no. 6, pp. 418-432. Delaney, J.T., & Huselid, M.A. 1996. “The impact of human resource management practices on perceptions of organizational performance.” Academy of Management Journal, vol. 9, pp. 949-968. Haslinda, A. 2009. Disposition of human resource development structure in manufacturing firms in Malaysia, Journal of Social Sciences, vol. 5, no. 1, pp. 52-59. Felstead, A. and Green, F. (1994). “Training during the recession.” Work, Employment and Society,vol. 8, no. 2, pp. 199-219. Lepak, D.P., & Snell, S.A. 1999. “The human resource architecture: Toward a theory of human capital allocation and development.” Academy of Management Review, vol. 13, pp. 31- 48. McLagan, P. 1989. Models for HRD Practice. St. Paul, MN: ASTD Press. O’Donnell, D.and Thomas, N. G. 1997. “Viewpoint: Linking training policy and practice to organization goals.” Journal of European Industrial Training, vol. 21, no. 9, pp. 301-309. Rose, R.C. and Kumar, N. 2006. “The Influence of Organizational and Human Resource Management Strategies on Performance.” Performance Improvement, vol. 45 no. 4, pp. 18-24. Sthapit, A. 2010. “Integrating HRD with Organization Strategy as a Precursor to Strategic Management: A Review.” Administration and Management Review, 22(1), 1-27. Swanson, R.A. and Holton, E.F. 2001. Foundations of human resource development. San Francisco: Berrett-Koehler Publishers. Read More