Human Resource Management

There are four questions listed below, each worth 25 points. Answer all four, which will
require that you write approximately 3-4 paragraphs for each. Appropriate references
should be used to support your main ideas and all references (including your textbook)
should be cited according to APA guidelines. Be sure to check for spelling and
grammatical errors before submitting your answers. Also, see the grading criteria/rubric
that is posted in our classroom for details on how your responses will be scored.
1. Assume an organization wants to gauge the success of its total rewards program.
Discuss at least two possible metrics or outcomes it might use. Be sure to explain why
you chose the metrics you discuss and how they are indicative of a successful total
rewards program.
2. Given what you have learned about employee relations and labor relations, do you
think it is possible for an HR practitioner to be an effective advocate for both employees
and the organization at the same time? Why or why not?
3. Labor Relations and Employee Relations are similar but distinct HR functions.
Compare and contrast the key elements of the two and discuss how they both contribute
to organizational functioning.
4. Explain how an organization’s labor relations and employee relations policies and
practices impact the organization’s total rewards programs.

 

 


 Assume an organization wants to gauge the success of its total rewards program. Discuss at least two possible metrics or outcomes it might use. Be sure to explain why you chose the metrics you discuss and how they are indicative of a successful total rewards program.

 

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In order to gauge the success of the Total Reward points in my organization, I would adopt a Merit pay metric. This is related to the performance and contribution of individual employees that will enable employers to compensate the employees based on their job and performance. If implemented well, this can be a motivational factor for future performance as well as help in retain talent if the result if achieved. The right compensation is vital and the greatest factor to retain talent, failing which the organization can lose its key people. Periodic assessment will ensure that the employees are committed to their work as well as work under pressure. 
The second metric which would help determine the success of the TRP is how the benefit program is working towards retaining the employees and whether or not they feel motivated enough in the company. Benefits and perks such as pensions, annual holidays and flexible benefit programs in the organization help in ensuring job security, thereby ensuring talent retention in the organization. In those organizations where the employees are aging, or are married, have children, there is greater responsibility. Including an effective benefits program will ensure satisfied and committed work force in an organization. 
 Given what you have learned about employee relations and labor relations, do you think it is possible for an HR practitioner to be an effective advocate for both employees and the organization at the same time? Why or why not? 
The role of an HR creates a dichotomy between the organization and of the employees, often trying to create a bridge between the two. Straddling between the two, the best HR policies often reflect the satisfaction of the employees and the ability to make their voice to the organization and partner with them to achieve a desirable outcome.
To achieve this end, in my opinion, it is largely possible for an HR to strike balance between the two. In order to achieve beneficial relations with the employees, it is vital that employee rights are not violated or the employee value proposition (EVP) is not shaken. .
 One of the ways to avoid conflict is to engage the services of a Human Resource Generalist, who have a working knowledge of handling lab our related issue as well as good HR Management practices. Secondly, it is important to hire individuals whose behavioral traits will be able to cope up with the job pressures and is in line with what the job demands. This way, most of the complications have reported at the initial stages itself. Structural changes in the organization, appropriate training at regular intervals, taking employee feedbacks, can help HR accomplish a balance between organization and employees

Labor Relations and Employee Relations are similar but distinct HR functions. Compare and contrast the key elements of the two and discuss how they both contribute to organizational functioning. 
The HR-Labor relations encompass a relation where in the employers, management, workers and their union representatives, as well as the government, set rules for industrial relations. Labor unions act as collective bargaining units to address labor-related issues such as leaves, health and safety, reporting of on-job accidents and diseases, work compensation for occupational injury etc. This requires a great level of mediation and conflict resolution skills, apart from the ability to interpret policy and administration and compliance, with the labor force as well as the unions.
 
On the other hand, the Employee-HR relation is based on pay and benefits, ensuring safe working conditions, maintaining good work ethics, training and work-life balance. Good HR policies with employees often relate to good appraisal, helping employees gain a competitive edge in the market, employee recognition, appraisal, training, which act as positive steps to build a good workforce in the organization.
Both relations are vital as they lead to the symbiotic functioning of an organization. While a strong organization and labor relations can help avoid unionization, and a greater level of satisfaction and productivity, Employee satisfaction can lead to lower attrition and turnover rate as well as high degree of employee loyalty.
4.  Explain how an organization’s labor relations and employee relations policies and practices impact the organization’s total rewards programs.
Total Reward System reflects the key elements that the employees benefit from their organization. These include the work experience, benefits, and compensation. This reflects the overall satisfaction of the employees which in turn helps build a benefit structure, resulting in employee motivation and regeneration of employee engagement and job satisfaction. 
For example: by implementing the Total Reward System and performance management, the employees are suitably recognized for their services. Constant job appraisals and awards acknowledge the efforts put in by the employees. Similarly, ensuring that the employees get benefits such as health plans, retirement plans, executive benefits can keep a check on attrition levels and job satisfaction. This is evident to show that apart from monetary goals, employees are in constant search for non-monetary rewards and are inclined to work in simulated organizations. 
This is the very objective of having Total reward points in the HR practices, as they act as a motivational factor for human behavior. This ensures a certain level of acceleration of enterprise development and the betterment of the socio-economic environment. While in earlier times, HR practices were restrained to retaining of employees, the TRP system reflects the way in which an enterprise can attract, retain as well as motivate talent.

 



References

 

Armstrong, M. (2015). Improving Performance. In M. Armstrong, Armstrong's Handbook of Reward Management Practice: (pp. 40-43). London: Kogan Page.
Grillo, M. C. (2014). Straddling the Line or Embracing the Dichotomy: HR’s Role as an Employee Advocate as Necessary to Remaining (or Becoming) a Business Partner. Cornell HR Review.
Jiang, Z. (2009). Total Reward Strategy: A Human Resources Management Strategy. International Journal of Business Management, 177-181.
Michael Beer, B. S. (1985). Readings in Human Resource Management. New York: Simon and Schuster.
Secord, H. (2003). Implementing Best Practices in Human Resources Management. Toronto: CCH Canada Limited.
Trebilcock, A. (2012). Labour Resources and Human Resources Management. Retrieved October 25, 2016, from International Labor Organization: http://www.ilocis.org/documents/chpt21e.htm
 

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