HR Department and Employee Relations

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Table of Contents

Introduction
Employee’s relation
Interview findings
Comparison with expectations
Conclusion
Works Cited

Introduction

The human resource department is one of the most important and fundamental department in any organization. This is because it oversees the work and the welfare of the organization’s most important resource, its workers. In essence, the employees of any organization are the most important resource an organization can have (Bass 25).

Most research that has been done since the inception of industrialization has shown the need to invest in a department that manages the human resource (Davis12). The human resource is further subdivided into several departments that deal with different issues in the human management department. Such departments include; employee relations, benefits, compensation, recruitment and organization development among others depending on the organization.

These resourcing departments work jointly within the organization in order to ensure employee satisfaction. Workers satisfaction consequently increases the rate of production of the company in general. Psychologically, it has been proved that human beings should be handled with respect and treated fairly in order to ensure that they work optimally and deliver their services even beyond the expectation of the employer (Lawrence 55).

If an organization is insensitive to its employees, the rate of production and the overall performance of the company will be adversely affected in the long run. In essence, such organizations don’t last in the market especially considering the ever increasing competition from other firms that invest in its workers (Hurley 43).

This paper is therefore going to concentrate in one area of the human resource department which is employee relations. In order to ensure a complete view of the whole resourcing department in general, an interview with one of the resourcing manager in this field was conducted. The objective of the interview was to establish the path that this individual had followed to achieve the current position and probably the responsibilities that surrounds his/her career.

These responsibilities are essentially the challenges that the individual has encountered in the path of ensuring that the working conditions of within the organization are suitable and conducive for human development.

Employee’s relation

Employee relation is one of the major and important departments in the human resource department. It deals with various aspects that entail the daily requirements imperative for the company’s workers to work optimally (Lillian 121). Some of the responsibilities of the employee relation include; enhancing quality and efficiency of all workers in the organization, establishing and maintaining positive relationship between the management and the employees of an organization, handling conflicts and their root causes in the organization and providing equitable and fair services to all employees of an organization among others (Wurgler 590).

The interview process that was carried out aimed to establish several facts that surround these responsibilities of the human resource department in employee relation. The objective of the process was thus to link theoretical aspect employed in employee relation and the field experience from a person who has practised in an organization. The relevant questions asked in the research process were as attached in the appendix of the paper.

Interview findings

The interview was carried out on phone, the person that was chosen for the interview process works for Boise State University in Idaho and her name is Victoria. She was chosen because of her role as an employee relation careers in the University and of course as a result of her collaboration to sacrifice some time for the process. The findings of the interview process as carried out according to the attached questions yielded the following results;

Victoria had worked in the department of Human resource for a decade and five years in the employee relation section of the human resource department. According to her, she was has the passion to join the human resource department because of her perspective on the need to psychologically enhance the production of human beings through simple and effective ways of human psychology. She appreciates overseeing challenges that are inevitable in today’s working condition.

She achieves quality and efficiency of the employees in the institution by enhancing their ego through proper compensation plan and bonuses for exceptional work in the organization. According to Victoria, positive relationship between the management and the employees is enhanced through frequent meetings and sustainable communication within the institution.

Concerning the sensitive issue of conflict management and resolution, Victoria ensures that any conflicts that arise in the organization are handled immediately and the root cause of the conflict established. She further ensures that the process is fair and transparent, a situation that leads to a win/win among the conflicting parties.

If the problem escalates and is beyond the control of the institution, she supports the legal process of the country’s judicial system. In order to ensure that justice and fairness is upheld within the institution, she also ensures that employees within the same rank earn equivalent salaries and bonuses, the rise in job groups also goes with addition of certain percentage in the income of the individual.

Lastly Victoria ensures that there is a fruitful feedback and appropriate recommendation for the institutions employees a factor that promotes their unity and efficiency.

Comparison with expectations

Based on research and scientific findings (Simon 22), there is need to enhance employees efficiency and care through alignment of the resourcing departments of the organization. As evident in the findings of this research process, the human resource management of Boise State University in Idaho ensures that this is done.

Victoria evidently relays of theoretical training of compensation plan and the need to motivate employees through a well organized and structured platform. Such platform and compensation plan improves the psychological and ego of the employees (Hartman 33), they feel important and appreciated. Boise State University through Victoria and the entire resourcing department have management to maintain a low employee turnover.

The sensitive issues of conflict resolution and establishment of the root cause of the problem is well managed in the organization with the help of Victoria, a win/win situation is always created in the institution a factor that is supported theoretically(Lukoff 51). Bell (6) supports the idea of allowing then country’s judicial system to take over matters that are beyond the organization through provision of support by the institution.

This is evident in the Boise State University through the help and collaboration of Victoria among other members of the resourcing department in the institution. Considering that an institution should have a well planned and management feedback system (Bass 23), the feedback from the employees of an organization provides the management an idea of the activities and specifically the mindset of the company’s employees at any time. This is an important consideration in an organization that will ensure that there is a minimal if no employee turnover.

Boise State University has succeeded in doing so because of the resourcing management professionalism and efficiency spearheaded by Victoria. According to studies and researcher that have been conducted over time, it is clear that employees need to be treated and handled in a human manner in order for them to deliver adequately.

Conclusion

There is clear evidence provided by the interview process and the theoretical research process that there exist positive relationships between these two factors. Importantly therefore, there is need to maintain a positive relationship between the management or the employer and the company’s employees. This relationship boosts the performance of the company considerably. Ethics also necessitates the need for a balanced working condition among workers.

The compensation scheme set by the company’s management should thus promote the efficiency of the employees by being fair and balanced. As evident from both the theory and interview process, it is important to ensure a balanced conflict management and possible resolutions.

In cases that exceed the organization, the judicial system should be supported in its efforts to practise judgement over the issue. Lastly, the feedback from the employees is important in ensuring that the expectations and the view of the employees on various issues of the organization are known to the management of the institution. This will aid in reducing the number of employee turnover in the organization and instead improve the company’s productivity and efficiency.

Works Cited

Bass B and Bass, R. The Bass handbook of leadership: Theory, research, and managerial applications. New York: Free Press. 2008. P 23-34.

Bell, Gordon C and Allen N. Human Resource management. New York: McGraw- Hill Book Company, 2004.P.1-7.

Davis and Martin. Human Resource Organizational Management. New York: Norton & Company Inc, 2000.P.12-13.

Hartman and Laura. Perspectives in Business Ethics. Burr Ridge, IL: McGraw- Hill, 2004. P 23-35.

Hurley, Robert F, et al. “Innovation, Market Orientation, and Organizational learning: An Integration and Empirical Examination”. Journal of marketing 6.2 (1998): 42-45.

Lawrence, E. Harrison. Culture matters: how values shape human progress. Basic Books, 2002.P 52-56.

Lillian Margaret and Simms Sylvia The professional practice of management administration‎. Cambridge UP, 2004. P.121.

Lukoff, Herman. Employee Relation Improvement. Mexico: Robotics Press, 2003.P 45-67.

Simon and Herbert. Administrative Behaviour: A Study of Decision-Making Processes in Administrative Organizations. Cambridge: The Free Press. 2003. P 21-34.

Wurgler J, Zhuravskaya. “Does the organizational behavior affects the culture?”. Journal of Business 7.5 (2002):583−608.

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