Employee Relation



Employeerelation is the manner in which an organisation management interactswith its staff members. Good employee relations raises staff morale,reduces workplace conflicts, and increase overall productivity (Choand Erdem, 2006).Employee relation is a vast construct that involves all parts ofhuman resource managements. If any issue related to human resourcedepartment is not addressed in time and in the appropriate manner,employees tend not to fully engage themselves to theirresponsibilities. Good employee relation depends on the concepts likeemployee commitment, job satisfaction, and organisational citizenshipbehaviours. Therefore, good employee relation is a stronger predictorof organisation success. It helps the employees to be emotionallyattached to the organisation hence, take their duties andresponsibilities with great enthusiasm for the success of theorganisation (Shore,Newton, and Thornton, 1990).Some given goes an extra mile beyond their contractual agreement tohelp in the organisation. Generally, employee relations deals withavoiding and resolving issues that may affect work scenario and causemisunderstandings. An organisation with good employee relation, itsemployees have a positive feeling toward their identity, job, as wellas part of the organisation. There are several ways that a companycan improve its employee relation and make it a more efficient andconstructive workplace. They include effective communication, careerdevelopment, sharing visions, challenging employee, encouragingdiversity, and ensuring safety, health and wellness of employees.


Goodcommunication between management and employees is essential forbuilding a positive workplace culture. Employees are the mostsignificant resources with an organisation. Therefore, the managementshould severally hold meeting whenever they want to introducesomething new or in case of a change in the company. This opportunityoffers employees a chance to interact, ask questions, and get clarityof the issue. Whenever it is not possible to hold such meeting, themanagement should send out memo and emails to all employee to informthem about any information they opt to know (Dicker, 2003). Employersshould not hide important information to their employees, or give itto only a selected group of workers. Whenever employees are aware ofthe company’s operations and the projects that are underway, theyunderstand how their role fit in the organisation. Therefore, theyare more likely to trust and respect the organisation. Furthermore,employees should constantly receive feedback of their performance,whether they are positive or negative. It is obvious that employeeswill find it frustrating if their work or project has been changedwithout them being updated. In case an employee is given task toperform, he or she should be given a feedback upon completion andevaluation.


Inevery organisation, the management team should come up withcommunication strategies that there will be using to passinformation. Therefore, it is advisable for a company to hold monthlyand/or weekly meeting to check employee’s progresses and the goalthey have achieved so far. Whenever such actions are taken, employeesare more likely to engage themselves fully with their work. Accordingto Gennardand Hayward (2005),effective communication is the first priority that leads to successof employee relation.


Todeal to with the issue of employee turnover, an organisation needs tobe active in career development. The management should encouragemanagers and supervisors to work closely with employees (Choet. al., 2006).An organisation should set up annual performance appraisals everyyear that will help employees to achieve their goals. In addition,the company should consider the use of tuition reimbursement programto help employees further their education as they work. As a result,this will increase the number of interested employees hence, createa smarter workforce. Ongoing and on-the-job training is important toassist employees succeed in current jobs and for futureresponsibilities in the organisation. Training helps to orient newemployees, adapt them to new technologies and work processes, as wellas help employees to adjust to new responsibilities given. A companythat invest in employee training and development builds it overallcapacity that facilitates it to achieve its goals (Sias, 2009). Ahigh skilled firm has greater employee satisfaction, employeeloyalty, and high business benefits. Example of training optionsinclude paid educational leave, broad-based lifelong learningprograms, tuition reimbursement, vocational training, andapprenticeships training. On the other hand, several ways to delivertraining include mentoring, support and professional certificationsand licensing, e-training via webinars, coaching, and classroomtraining.


Tofind the best and cost effective training programs, the managementshould start by conducting a survey and a workforce assessment tofind out the key training priorities. In addition, it can research onthe available local and online training resources. Alternatively, themanagement can use train-the trainer strategy that is moreeconomical. According to Mcconnell(1993), this is whereby a small group of employees attend training,and later train the rest of employees. It is also beneficial if theemployees have access to paid time off to attend work-relatedtraining. Other strategies to promote career development are comingup with tuition reimbursement programs that build staff loyalty andretention.


Inmost cases, employees fall into a routine if they do the same thingevery day, and it become difficult to motivate them (Lewis,Thornhill, and Saunders,2003).In this case, the management should find ways to challenge them tomake their work interesting. They can reward the best performingemployee by using incentive plans such as profit sharing. This willentice them to come up with more productive and profitable ideas. Asa challenge, the management should set production goals for everydepartment (Clay and Olitt, 2012). Correspondingly, every departmentshould set goals for every member in the team. Similarly, thosestaffs that attain the goals should be rewarded with bonuses or paiddays off.


Toavoid cases that employees falls into the routine of the same thingrepeatedly, the management team should come up with some strategiesthat will engage them otherwise. For instance, they can introducesports where employee can be practising games of their interest.During the sport day, employees will form bonds and understand eachother. The management can encourage employee to form sport team andreward the winning team.

Sharingthe Visions

Inorder to make all the employees feel better and appreciated in thecompany, it is critical to share the organisation plans with them.This should be done by holding meeting to explain its plan for growthand expansion, and make staffs to understand them (Zukauskasand Vveinhardt, 2009).In addition, it is also important to incorporate staffs in the plans,and give them a chance to give out their ideas and views. Themanagement can seek employees’ input to improve the organisationproductivity, and reward the best ideas that have an efficientgrowth. The reward can either be paid time off, gift, or cash.Whenever management incorporates employee ideas to improve theirplans and make efforts to update their employees on all their plans,employees feels more invested in the organisation success.


Inany organisation, it is advisable that the management team to updateall the staffs about their plan and visions in future. All theemployees should be aware of the organisation vision, goals, andmission statement. This will enable them to work towards achievingthese goals and visions. This will increase employee satisfaction,improve ability to deal with a change, reduce turnover rate resultingto a high productivity, savings, and knowledge retention. Accordingto Singhand Kumar (2011),employees who treat their employees with respect outperform theirpeers n revenue growth, customer satisfaction, and overallprofitability.


Currently,diversity is a strategic business advantage to deal with labourshortage, globalization, business advantage, and demographic shifts.It goes beyond employment quotas, legislation, targets. In mostorganisations, they value difference culture, rather than justtolerate them. Recruiting for and managing diversity taps innovativeand marketing opportunities with diverse perspectives. In addition,engaging people from all communities regardless of ethnicity, age,gender, disability, belief, or sexual orientation is a source ofcompetitive advantage. Wrightand Bonett(2002), urges that diverse staffs contribute to service designdecision for business strategies. Employees with diverse anddifferent background help an organisation to understand and betterserve their clients. However, effective diversity management needscommitted leaders accompanied with policies, support, training,action plan, and business strategies. As a result, it will promote arespectful workplace that values diversity.


Inmost employee relation, the first step to promote, implement, andmanage diversity is to launch and communicate the approach. Toincrease employee diversity, an organisation needs to revisit hiringand workplace practices. For instance, the management can changetheir mode of advertising vacancies to ensure they reach othercommunities. They can advertise in ethnic media, establishrelationship with disability and ethno-cultural groups, as well asensure recruitment materials reflect their diversity values(Mcconnell,1993).In case of diversity barriers, the management can plan for a trainingthat will help employees overcome attitudinal issues. Additionally,if employees are from different sex, physical disability, ethnicity,or any other diverse characteristics, it is necessary to offer themsensitivity training so that they can understand and appreciatebehaviours and communication style of other people.

EnsuringSafety, Health, and Wellness of Employees

Evertyear, an estimate of $10 billion dollars is lost due to workplaceabsenteeism. For instance, according to Canadian statistics,companies spend 5.6% of their payroll on absenteeism (TuSelmann,2007).Considering the average direct cost of every employee due toabsenteeism, it is noticeable that it has a great impact on thebottom line. According to research, companies with less than twentyemployees’ loss about 6.2 days per employee, while those with abovetwenty and below one hundred employees’ loss an average of sevendays per employee. Indeed, the average number of dues due toabsenteeism increases with the number of employees. Therefore,companies should mind and improve the safety, health, and wellness oftheir employees to avoid absenteeism. Indeed, wellness in workplaceis a business strategy for success, due to the connection betweengood health and employee satisfaction. Apart from workplacemotivation, a good employee relation starts with the managingfocusing on worksite safety and injury protection for the employees.For instance, in a health facility, there are high chances of doctorsand nurse contracting diseases from patients. Therefore, the healthfacility management should come up with strategies that will ensuregood health of their staffs. In addition, the organisation managementshould adopt program that encourages employees to life a healthy lifesuch as health eating habits, getting physically active, and quittingsmoking and alcohol, among other. Today, some of the major workplacehealth issues are smoking, stress, inability to balance family andwork, loss of control over workplace environment and schedules.


Therefore,every management in any organisation should promote high degree ofphysical, mental, spiritual, and social well-being of theiremployees, as well as protection from risk to health because of poorworking conditions. To ensure health and safety of employees whohandle dangerous objects and substance, the management should adoptsafety, health, and wellness policy. They should train employees onworkplace hazards hold regular meeting and workshop to identify andimplement solutions to the unsafe conditions, impose health andsafety regulations, and regularly conduct inception to ensure hazardsobjects and substance are controlled and handled with much care. Inaddition, it is critical to ensure all the employees are involved inthese processes. A positive health and safety culture attract andretain employees, improve morale, as well as reduces health carecosts associated with drugs, disability, and absenteeism (TuSelmann,2007).Further, the management should encourage active lifestyle andself-effacing investment that facilitate employees to make activechoices. For example, they and give out health and wellnessnewsletters, health alternative at business meeting, lunchtimewalking programs, cafeterias and vending machine that gives healthyoption, among others. However, encouraging safety, health, andwellness in workplace is nor complicated or expensive. It all dependson management commitment, adequate resources, employee engagement,and healthy workplace policies. As a result, the organisation willhave more healthy and productive employees.

TheHealth Care Management: Private,Unionised Care Home for the Elderly

Hereis an example of a management of a private, unionised care home forthe elderly. The management has noticed that there are increasingproblems with a high turnover of staff in the key positions wherebyqualified and experienced nurses are highly required. Surprisingly,the organisation offers a competitive salary, though there is stillno problem recruiting staff, but how to maintaining them. It is forthis reason that the management decided to undertake staffsatisfaction survey to find the less for the high turnover. The staffmembers were required to give issues that disturb them at work place.Below are some of the significant reasons that employees gave:

  1. Days set aside for training were often postponed due to staff shortages

  2. In some areas, there seemed to be problems with staff not getting well with their supervisors, and commenting on favouritism in allocation of work and approval of requests for time, among others.

  3. Working with residents was often very stressful due to staff shortage resulting from high turnover, staff absence and demanding nature of work.

  4. Staffs do not feel that the management listen to their views about the problems they experience at work.

Afterthe management have learnt these problems, it is necessary to go onand research solutions. Below are some of possible solutions.

Everytime the health centre would set up training days, they would end upto be postponed due to shortage of employees. At the end, thetraining would end up to be cancelled. As a result, there was highrate of turnover due to the demanding nature of work. To deal withthis issue, the management should not train all employees on the sameday. Rather, they should select a few groups of employees and trainthem separately at separate days. At the end of the time, all theemployees will receive the training.

Further,employees complained that they were not relating well with theirsupervisors. Most of them had favouritism in allocation of work, aswell as approval or time-off request. In this case, the managementshould be trained on how to allocate jobs depending on experience ofthe staff, rather than favouritism. In addition, the managementshould come up with policies that equalise all employees, and treatthem equally. For instance, all employees should have equal time-offand leaves. Moreover, staff felt that the management did not listento their views and problems they face at work. To deal with thisissue, all employees should undertake roles and duties allocated tothem. They should also hold open forum whereby staff air theirgrievance. In return, the management should listen to them and takeactions to deal with any issue.

Dueto the nature of the work, it was realised that there was high rateof absenteeism. As a result, it was stressful for the nurses to dealwith resident who at some time were arrogant. They complained thatthe nurses did not give them services on time. Therefore, themanagement should train staffs how to deal with clients.Corresponding, patients should advise and made to understand thesituation of the centre. According to Sy, Tram, and O’hara (2006),employees stay longer if they were adequately trained to deal withstress and challenges of the society. It is believed that lack oftrained workers create crisis mode, which leads to rigorousconsequences for the clients.


CHO,S., &amp ERDEM, M. (2006). Employee relation programs and hotelperformance: Impact on turnover, labor productivity, andRevPAR.&nbspJournalof Human Resources in Hospitality &amp Tourism,&nbsp5(2),55-68.

CLAY,C., &amp OLITT, R. (2012).&nbspPeerpower: transforming workplace relationships.San Francisco, Calif, Jossey-Bass.

DICKER,L. (2003).&nbspEmployeerelations: how to build strong relationships with your employees.Crows Nest, NSW, Allen &amp Unwin.

GENNARD,J., &amp HAYWARD, G. (2005).&nbspEmployeerelations.London, Chartered Institute of Personnel and Development.

HOLLINSHEAD,G., NICHOLLS, P., &amp TAILBY, S. (2003).&nbspEmployeerelations.Harlow, Pearson Education.

LEWIS,P., THORNHILL, A., &amp SAUNDERS, M. (2003).&nbspEmployeerelations: understanding the employment relationship.Harlow [etc.], Prentice hall.

MARCHINGTON,M., &amp PARKER, P. (1990).&nbspChangingpatterns of employee relations.New York, Harvester Wheatsheaf.

MCCONNELL,C. R. (1993).&nbspEffectiveemployee relations.Gaithersburg, Md, Aspen Publishers.

MICHIGAN.(1985).&nbspEmployeerelations policy and procedures.Lansing, The Service.

OUCHI,W. G. (1980). Markets, bureaucracies, and clans.&nbspAdministrativescience quarterly,129-141.

SHORE,L. M., NEWTON, L. A., &amp THORNTON, G. C. (1990). Job andorganizational attitudes in relation to employee behavioralintentions.&nbspJournalof Organizational Behavior,&nbsp11(1),57-67.

SIAS,P. M. (2009).&nbspOrganizingrelationships: traditional and emerging perspectives on workplacerelationships.Los Angeles, SAGE.

SINGH,P. N., &amp KUMAR, N. (2011).&nbspEmployeerelations management.New Delhi, Pearson Education South Asia.http://proquest.safaribooksonline.com/?fpi=9788131726013.

SY,T., TRAM, S., &amp O’HARA, L. A. (2006). Relation of employee andmanager emotional intelligence to job satisfaction andperformance.&nbspJournalof Vocational Behavior,&nbsp68(3),461-473.

TÜSELMANN,H.-J. (2007).&nbspEmployeerelations in foreign-owned subsidiaries: German multinationalcompanies in the UK.Houndmills, Basingstoke, Hampshire [England], Palgrave Macmillan.

WRIGHT,T. A., &amp BONETT, D. G. (2002). The moderating effects of employeetenure on the relation between organizational commitment and jobperformance: a meta-analysis.&nbspJournalof applied psychology,&nbsp87(6),1183.

ZUKAUSKAS,P., &amp VVEINHARDT, J. (2009). Diagnosis of mobbing asdiscrimination in employee relation.&nbspInzinerineEkonomika–Engineering Economics,&nbsp4(64),103-113.