Despite the increase in a reliance on technology, and other innovations, two factors continue to be the critical cornerstone for success for all firms: customers and employees. Typically, focus is placed in large part on the customer, for without customers, how can firms expect to make a profit? Yet it is the employee of a firm that is actually engaged with the customer, providing them with a desired service or product. Furthermore, employees engage in the mundane everyday tasks that keep a firm operating efficiently. Without the employee, firms would cease to be able to provide their service or product to their customers. This dependence on reliable, hard working, and motivated individuals places great importance upon the critical relationship between managers, firm leaders, and employees. When communication between the leaders of a firm, or the relationship with employees breaks down it can lead to an unsuccessful business. Firms can facilitate good employee relations by examining how the relationship between firm leaders and employees has differs from the past, discover ways to ensure firm leaders are building healthy employee relationships, and measure their successfulness using surveys.
The critical relationship in a successful organization is the relationship between key organization leaders, such as managers, and employees. Nearly all employees have an opinion about their supervisor. By spending time to build healthy relationship with employees, organization leaders will create a more successful and motivated workforce. Of courses, not all organizations make the conscious choice to invest in their employees, “[Organizations] can choose to treat employees as an asset that requires investment of resources or as an expense to...
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Musselwhite, C. (2008, June 2). Three Ways to Build Successful Manager-Employee Relationships - Talent Management magazine. Talent Management magazine. Retrieved October 14, 2013, from http://talentmgt.com/articles/view/three_ways_to_build_successful_manageremployee_relationships
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2013). Human resource management: gaining a competitive advantage (8th ed.). New York: McGraw-Hill/Irwin.
Panepinto, J. (2011, September 6). Experience Counts: When Engaging Employees, Think Consumer Campaign | HRM Today. Articles for Human Resources professionals and HR Experts - HRM Today. Retrieved October 14, 2013, from http://www.hrmtoday.com/featured-stories/experience-counts-when-engaging-employees-think-consumer-campaign/
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
“Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.” William Pollard’s, a 20th century physicist, words show us the power of being proactive, and igniting change to strengthen a company’s productive climate (Sellers, Boone, Harper, 2011). Acme Airlines flight attendants lacked incentive to improve the quality of their work, as a result of distrustful management and overall frustration within the company. Acme took successful steps to rebuild their FA program into a more relationship oriented work environment. Through an understanding of effective leadership, we will use the
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Managers know the importance of having positive relationships with their employees. It boosts the company’s goals while the lack of any relationship with the workers may lead to losses in the business. Most managers rarely know that they are looked up to by many employees and, as such, should be careful with the actions they take. Lee b. Bolman & Terrence E. Deal, the authors of the book The Reframing Organizations, point out that the kind of measures taken in the business influences the employees acts and thoughts. In particular, this book gives insight to managers on how to relate to their subordinates. The discussion is carried out on the three parts of the book that highlight the missteps taken by managers as they try to improve their businesses.
If the organization succeeds then the employees also succeeds. Employees must see the bigger picture and must feel that they are part of the organization and not just a one man show.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
The ways employees connect to the leader are important. If the employees do not like or trust the leader, this can impact the outcome of the job and create future hurdles. If you work for someone, you have to be able to relate to him or her. There has to be a formal relationship in order for the formal authority to be respected.
How employee & supervisor will work together to sustain, improve, or build on existing employee performance.
Byars, L. L. (1997). Human Resource Management. Chicago, IL: The McGraw-Hill Companies, Inc. Mills, D. Q. (1994).
Tracey, W. R. (1994). Human resources management & development handbook. Amacom books. Retrieved from EBSCOhost.
The relationship between employer and employees plays a pivotal role in the performance of the organization. Employers and employees have certain responsibilities towards each other which facilitate a fair and productive workplace. Positive work relationships create a cooperative climate with effort towards the same goals. Conflict, on the other hand, is likely to divert attention away from organizational performance.
Each team must be internally effective in order to meet organizational goals. Therefore, managers must effectively manage workforce relationships with other individuals within the organization.