Enhancing Organizational Success through Employee Relationship Management

Managing Employee Relationships

Employee Relationship Management is the referred to the process used by the companies to effectively manage the interaction between employer and employees so that the ultimate goal of the organisation can be achieved (Ritesh and Mehrotra, 2017). The establishment of effective employee management is essential because organisational success, as well as human resource strategies highly depend on the engagement and productivity of the workforce in the organisation (Raizada, 2019). Therefore, understanding all the intricacies of an HRM dissertation help can provide the needed insights into optimizing employee relationships and also enhance the overall organizational performance.

In this poster, the role of HR in managing employee relationship is to be discussed. Moreover, the advantages and challenges faced in managing effective employee relationship are also to be explained.

Role of the HR in Managing Employee Relationship:

The Human Resource (HR) Manager has an essential role towards building strong employee relation as they are able to develop activities that allow the employees to work collaboratively with each other and well as their leaders (Beltrán-Martín and Bou-Llusar, 2018).

In order to manage and improve employee relationships between peers, the HR performs the following roles:

Develop Cross-Functional Teams:

In Cross-Functional Teams, the HR has the role to allow the building of relationship between employees and their peers across different boundaries within the organisation. This is because in this nature of team development the employees of the organisation from different departments collaborate in a single space with the help of HR to combine their ideas and skills for working to achieve a common goal (Sangeetha and Kumaran, 2018). Thus, the development of cross-functional teams leads the HR to allow people from diverse department within the organisation to know one another who has never been able to work before in collaborative manner leading to build effective employee relations.

Execute Team Building Activities:

The role of HR in managing proper employee relationship includes executing team building activities. This is because such activities lead different employees to develop communication between one another to know regarding the strength and weakness of one other (Lacerenza et al. 2018). Moreover, during team building activities the employees collaborate which paves the way for the development of trust among one another, in turn, acting to resolve the negative presumptions regarding the individuals. This leads towards improved management of employee relations as the employees who avoided to interact with their peers out of the wrong concept regarding their behaviour are resolved to make them feel free and trusted to communicate and develop friendly relations with others (Njomo, 2019).

Motivate Social Interactions:

The HR in managing employee relationships has the role to motivate the establishment of successful social interactions between employees. This is because employees by keeping to themselves and avoiding to social interact with one another would be unable to know each other making them unable to develop proper relationships with one another (Zhu et al. 2018). Therefore, it is the role of the HR to develop events within the organisation such as team lunches, yearly parties and others where all the employees are able to come together and interact with one another to know and develop concept of peers leading towards development of effective employee relationship.

Implement Communication Tools:

The presence of effective communication between employees within the organisation is key aspect towards proper employee relationship management. In this respect, HR has the role to equip the employees to use proper communication tools within the organisation. This is because it allows the establishment of successful employee relationship by making employees to freely interact with one another to form relationship as well as use the tools to sustain their interaction by maintaining contact with the peers (Devarajan et al. 2016). Thus, the HR can include cloud-based messaging tools such as Skype, Slack and others in the organisation to allow employees to share messages, files and pictures for strengthening their relationship with remote peers.

In order to manage effective employee relationship with the manager, the HR has following roles to be performed:

Organising meetings:

The HR has the role to perform face-to-face meetings between managers and higher officials in the organisation with the employees to develop proper employee relationship management. This is because in the meeting the employees are able to inform their concerns and problems regarding work to the managers. The managers by listening to the concerns of the employees in a rational and open-minded way discuss ideas provided by them as well as ask ideas from the employees to develop the probable strategies to be used to resolve the issues and help the employees work properly. This acceptance of the managers regarding their concerns and ideas makes the employees feel values in turn leading them to share a positive relationship with the manager as they are able to build trust and bonding with the manager (Bain and Taylor, 2017). However, the lack of acceptance and listening attitude of the managers to the employee's concern in the meetings makes them feel neglected which leads the staffs to develop negative perception regarding the officials as their problems are not being heard and resolved. This intends towards development of improper management of employee relationship with the manager as they staffs are unable to trust and bond with the managers (Schön Persson et al. 2018).

Conducting survey:

The HR has the role to perform survey of the work environment and skills of the employees to determine the way to manage positive employee relationship with the managers and higher officials. This is because the survey helps the HR to get informed about the needs and demands of the employees to be fulfilled along with the problem experienced by them to interact with the manager to report their needs (Lee and Kim, 2017). Thus, HR by performing the survey is able to determine the aspects lacking at the management level to meet the needs of employees and require to be rectified so that the employees can be assured that they are being valued. This, in turn, is going to make the employees develop successful and positive relationship with the managers.

Transparency and Involvement:

The HR has the role to maintain transparency for informing data from the managerial level to the employees. This is because the employees when understand that vital information are hidden from them, they are unable to develop trust on the management, in turn, avoiding to interact and coordinate with the manager hindering towards management of effective employee relationship (Yi et al. 2017). The HR also has the role of involving employees in sharing information and discussing ideas with the managers to make decision at work for effective employee relationship management. This is because it helps to create a fair and unbiased work environment where employees by collaborating with the managers develop activities to accomplish the goals of the organisation making them feel happy to continue their work by maintaining positive relationship with the management (Kim et al. 2017).

Advantages of positive management of employee relationship:

Improved productivity: The effective management of employee relationship by the HR in the inclusion of people with diverse skill within a project helps in effective relationship development between peers to resolve problems faced in executing the work. This leads to create productivity at the organisation as all employees with good relationship put their best effort to accomplish the goal of the organisation. Moreover, lack of negative employee relationship avoids conflicts to be created in turn making the employees work in a collaborative manner with extra zeal to accomplish growth and increased revenue of the organisation (Hannis Ansah et al. 2018).

Increased employee retention: The benefit of positive management of employee relationship by HR leads the retention of valuable and experienced employees in the organisation. This is because positive relationship with the management and employees are developed when their efforts are properly recognised and rewarded and this leads the employees to feel satisfaction at work avoiding them to leave the organisation (Jaworski et al. 2018).

Enhanced Motivation: The positive employee relationship management benefits HR to provide enhanced motivation to the employees to work with greater zeal. This is because positive relationship within the work environment makes the staffs have ability to resolve concerns at work with the help of the managers as well as peers. It makes the employees feel supported in turn boosted to work more effectively as their problems are resolved with proper assistance from others (Guest, 2017).

Lower Absenteeism: The positive employee relationship management benefits the organisations have lower number of absenteeism. This is because the employees with positive relationship with the peers feel happy to work out of lack of conflict (Guest, 2017).

Challenges that hinder the management of employee relationship:

Discrimination and Biasness: The presence of discrimination of the employees in regard to their position in the company, gender, race, caste and others leads towards hindered management of employee relationship. This is because one of the employees feels they are being improperly treated in comparison to their peers who are offered unjustified advantage. It leads the employees to develop lack of trust towards their peers, in turn, making them develop conflict that hinders the development of successful employee relationship (Dharmawardhane and Navaratne, 2019).

Lack of Communication: The lack of direct communication by the employees with the management leads towards the development of hindered employee relationship management. This is because the concerns of the employees are not being heard and resolved by the management making the staffs feel lack of value and support at work (Poulsen and Ipsen, 2017).

Lack of participation of employees: In the organisation, it can be seen that not each and every employee are willing to communicate with others and inform their needs and demands to the management. This leads to hinder effective employee relationship management by the HR as they are unable to determine the way such employees can be included within the team to working collaboratively in building positive relationship with the peers (Devarajan et al. 2016).

Continue your journey with our comprehensive guide to Enhancing Organizational Performance through Flexible Working Patterns.

References

Bain, P. and Taylor, P., 2017. Consolidation,‘cowboys’ and the developing employment relationship in British, Dutch and US call centres. In Re-organising service work: Call centres in Germany and Britain (pp. 42-62). Routledge.

Beltrán-Martín, I. and Bou-Llusar, J.C., 2018. Examining the intermediate role of employee abilities, motivation and opportunities to participate in the relationship between HR bundles and employee performance. BRQ Business Research Quarterly, 21(2), pp.99-110.

Devarajan, R., Maheshwari, S. and Vohra, V., 2016. Implementing new age performance management system in IT MNC: Leveraging communication and training. South Asian Journal of Business and Management Cases, 5(2), pp.189-197.

Dharmawardhane, I.M. and Navaratne, N.N.J., 2019. Gender Discrimination against Female Managers and Professionals in Sri Lankan Private Sector. Asian Business Review, 9(2), pp.57-64.

Guest, D.E., 2017. Human resource management and employee well‐being: Towards a new analytic framework. Human Resource Management Journal, 27(1), pp.22-38.

Hannis Ansah, R., Osei, J., Sorooshian, S. and Aikhuele, D.O., 2018. Importance of Employer-Employee Relationship towards the Growth of a Business. Quality-Access to Success, 19(166). ppp.23-45.

Jaworski, C., Ravichandran, S., Karpinski, A.C. and Singh, S., 2018. The effects of training satisfaction, employee benefits, and incentives on part-time employees’ commitment. International Journal of Hospitality Management, 74, pp.1-12.

Kim, B., Park, E., Cameron, G.T., Meadows, C., Ott, H.K. and Xiao, A., 2017. Transparent communication efforts inspire confident, even greater, employee performance. Asian Journal of Public Relations, 1(1), pp.9-31.

Lacerenza, C.N., Marlow, S.L., Tannenbaum, S.I. and Salas, E., 2018. Team development interventions: Evidence-based approaches for improving teamwork. American Psychologist, 73(4), p.517.

Lee, Y. and Kim, J.N., 2017. Authentic enterprise, organization-employee relationship, and employee-generated managerial assets. Journal of Communication Management. 5(2), pp.180-200.

Njomo, L.M., 2019. A Framework to Enhance Employee-Manager Relationship in South African Municipalities-The Case of the Nelson Mandela Bay Municipality in Port Elizabeth, South Africa. Management Today, 9(2), pp.114-128.

Poulsen, S. and Ipsen, C., 2017. In times of change: How distance managers can ensure employees’ wellbeing and organizational performance. Safety science, 100, pp.37-45.

Raizada, S., 2019. Employee Relationship Management: Key to Organizational Growth. Business Management and Strategy, 10(1), pp.167-180.

Ritesh, A. and Mehrotra, R., 2017. Innovative attributes of employee relationship management and its impact on retention in software industry. Employee Relatsh Manag, 6(1), pp.37-43.

Sangeetha, P. and Kumaran, S., 2018. Impact of shared leadership on cross functional team effectiveness and performance with respect to manufacturing companies. Journal of Management Research, 18(1), pp.44-55.

Schön Persson, S., Nilsson Lindström, P., Pettersson, P., Andersson, I. and Blomqvist, K., 2018. Relationships between healthcare employees and managers as a resource for well-being at work. Society, Health & Vulnerability, 9(1), p.1547035.

Yi, H., Hao, P., Yang, B. and Liu, W., 2017. How leaders’ transparent behavior influences employee creativity: the mediating roles of psychological safety and ability to focus attention. Journal of Leadership & Organizational Studies, 24(3), pp.335-344.

Zhu, Y.Q., Gardner, D.G. and Chen, H.G., 2018. Relationships between work team climate, individual motivation, and creativity. Journal of Management, 44(5), pp.2094-2115.