Managing Employee Relations During Business Relocation

Relocation of a business that has been around for 75 years is very detrimental. It not only effects those that are close to retirement, but those that are proficient at their job duties. The relationships you have built over the years will become strained and fall outs will begin within the company. As a human resource director, there should be methods in place to motivate, encourage, and keep employees from leaving the company. In addition, there must be a communication strategy, question and answers prepared; as well as keep employees focused on their current task before the relocation begins. In this case study, there will be a thorough discussion about leadership theories, importance of positive reinforcement, and leadership styles.

The ten principles are listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth to people, and building community (Greenleaf, 1970). Servant leadership is known for prioritizing the needs of their employees. The leaders rather serve than be served. In addition, the servant leader creates and environment of trust and cooperation, which in turn creates higher performance and loyalty (Morgan, 2014). Mr. Davis the Vice President of Human Resources falls into this category, because he created communications to the employees about relocation and took on a lot of brunt work to make sure the communication went out about the

The concerns that a manager will have is how to keep employees motivated to stay and finish their jobs; completing the paper work for those employees that are leaving the company; and still implement a positive work environment. Using the theories presented previously can help establish that rapport to encourage them to stay until the end. It is important to listen to the concerns and answer and questions that employees may have. Leadership is earned and employees grant you that power (Daniels, 2014). To establish yourself as a positive reinforcer is do what you say you are going to do (Daniels, 2014). Never make promises early and announce what you have accomplished rather than what you are going to do. Second, become the student (Daniels, 2014). Take time to get to know and listen to your employees. Last, try to discover the positive reinforcers in your employees and highlight them (Daniels,2014. Everyone wants to be noticed. Telling an employee that you like their work and appreciate them goes a long way. In Maslow’s Hierarchy of needs identifies that the recognition from others, confidence, achievement, and self-esteem are sought in the esteem needs level (Maslow,