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    HR Audit Mba

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    Bhavik Rathod
    This section discusses employee relations and communications. It covers three major issues: (1) communication between employers and employees through various channels like newsletters and policy statements, (2) how employees are treated, which is important for retention and job satisfaction, and (3) using employee satisfaction statistics to gauge how employees feel. It also discusses compensation philosophy and using reward systems to motivate employees and teams to accomplish organizational objectives.

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    HR Audit Mba

    Uploaded by

    Bhavik Rathod
    57 views2 pages
    This section discusses employee relations and communications. It covers three major issues: (1) communication between employers and employees through various channels like newsletters and policy statements, (2) how employees are treated, which is important for retention and job satisfaction, and (3) using employee satisfaction statistics to gauge how employees feel. It also discusses compensation philosophy and using reward systems to motivate employees and teams to accomplish organizational objectives.

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    This section discusses employee relations and communications. It covers three major issues: (1) communication between employers and employees through various channels like newsletters and policy statements, (2) how employees are treated, which is important for retention and job satisfaction, and (3) using employee satisfaction statistics to gauge how employees feel. It also discusses compensation philosophy and using reward systems to motivate employees and teams to accomplish organizational objectives.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    57 views2 pages

    HR Audit Mba

    Uploaded by

    Bhavik Rathod
    This section discusses employee relations and communications. It covers three major issues: (1) communication between employers and employees through various channels like newsletters and policy statements, (2) how employees are treated, which is important for retention and job satisfaction, and (3) using employee satisfaction statistics to gauge how employees feel. It also discusses compensation philosophy and using reward systems to motivate employees and teams to accomplish organizational objectives.

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    of 2

    6.

    EMPLOYEE RELATIONS AND COMMUNICATIONS

    This section covers employee satisfaction. This critical aspect of human


    resources management is broad inscope, complicated and difficult to measure.
    Since almost half of our waking hours are spent at work, aninteresting and pleasant
    work environment is essential to retain quality employees.The questions in this
    section are designed to help you understand and deal with intangible employee
    relationissues. These include communication, how employees are
    treated, support systems and those conditions ofemployment conducive to employee
    satisfaction, motivation and productivity. Three major issues are

    36covered here: (1) communication, (2) employee treatment and (3) statistics
    as a gauge of employeesatisfaction.Policy statements, newsletters, bulletins, messages
    and information handbooks help the employercommunicate with the employee. The
    employer's willingness to commit to its philosophy in writing sets thestage for a candid
    dialogue. A standard of openness displays a sense of trust. While employees
    may not readevery word, these communications help the employee identify with the
    company and its success.Most important in this section are the responses to
    questions nine and ten. It is important for yourorganization to have scheduled
    interaction with employee groups and representatives for discussion ofissues of
    mutual concern.How the company treats employees is certainly important to them. It is also
    crucial to the organization'swell-being. Bad or inconsistent treatment is the number
    one cause of voluntary turnover. Money can'tcompensate if basic human needs,
    such as dignity, respect, justice and social interaction, are lacking. Anincrease in
    work hours, coupled with a decrease in the quality of work life, loyalty and security issues,
    isresponsible for a resurgence in union membership. The unionization of white-collar
    employees and frontlineworkers is increasing, particularly in services, such
    as government, hospitals, insurance and financial firms.How the employees are
    treated should be of utmost concern to you.Policy guidelines help managers make
    decisions concerning specific workplace issues. From the employer’spoint of view,
    personnel policies and procedures which guide managers to do their jobs better
    are extremelyvaluable and help the organization achieve its objectives. The
    example on the facing page shows how amajor corporation arrived at its
    employee satisfaction "best practice" policies
    COMPENSATION SYSTEM

    It is important for the organization to distribute a clear policy statement on its compensation
    philosophy toits employees. Guidelines are important to ensure consistency and equity in the
    reward systems.Compensation is probably the most objective aspect of HR management.
    You should be aware of this whenscoring questions one through seven.Compensation
    methods can help motivate the fulfillment of organizational objectives. For this
    reason,compensation experts receive higher pay than other HR professionals.
    Major consulting firms specialize inthis area because compensation affects
    the organization's bottom line.If compensation alone drove performance, companies with
    big payrolls would always be the mostprofitable, but that isn't the case. In fact, eliminating
    higher paid positions is the trend. Compensationrograms should motivate and reward people
    for accomplishing organizational objectives.Companies need to find new ways to reward
    individual, team and other group performance. Reward systemsshould take into
    consideration self-directed work teams, cross-functional problem-solving teams,
    matrixmanagement, taking on added work responsibilities and more risk taking. If the
    organization wants a closercorrelation between compensation and quality work, then the
    recognition of team performance is critical.Questions eight through 11 deal with these
    incentive issues.

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