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Employee Relations

Hiring the right people is very important. It saves both time and money. The hiring process should not only last as quickly as 15 minutes, as the qualifications of an applicant must be reviewed. The job description and the job specification should be clearly laid out in order to come up with the right strategy for the hiring process (Mondy and Noe, 1996). In a company with more than a hundred employees, there must be specific personnel responsible for hiring, but of course the final say in selecting the candidate will be that of the manager, assuming that all Equal Employment Opportunity policies are met.

An employee has a need to feel that he is well taken care of by his employer. He also wants the workplace to be a place where his rights are respected. When an employee finds this in his employer, his loyalty and commitment will follow. By being a good employer, a company can avoid high attrition rates. It is because one of the most common reasons of demoralization, if not subsequently attrition, is the working environment and the working conditions.

When employees feel that their needs are not met by the company that they work for, and

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that they think that they are not well taken care of, the possibility of forming a union is high. These people join unions usually because they want an increase in wage and they want to alleviate unfair working conditions. As a company, the presence of a union is not always a good sign, so Harwood Electronics must be careful, especially at this time. Compensation should be legal and ethical, adequate, motivating, fair and equitable, cost-effective, and able to provide employment security (Cherrington, 1995).

Training. “Training focuses on learning the skills, knowledge, and attitudes required to initially perform a job or task or to improve upon the performance of a current job or task, while development activities are not job related, but concentrate on broadening the employee’s horizons” (Nadler and Wiggs, 1986, p. 5). Training, as well as continuing education, are also important key players in the continuous growth of a company, as it also ensures the progress of its employees.

The productivity and the company of the employees are reflected on the products, and making sure that they are well equipped on performing their jobs is a responsibility of management. Benefits and Incentives. Another function of HRM comes into play—creating an environment that will motivate and reward exemplary performance. One way to assess performance is through a formal review on a periodic basis, generally annually, known as a performance appraisal or performance evaluation.

Because line managers are in daily contact with the employees and can best measure performance, they are usually the ones who conduct the appraisals. Other evaluators of the employee’s performance can include subordinates, peers, group, and self, or a combination of one or more (Mondy and Noe, 1996). Performance appraisals not only assist in determining compensation and benefits, but they are also instrumental in identifying ways to help individuals improve their current positions and prepare for future opportunities.

Moreover, to lower the rates of absenteeism, incentives must be given to those who have a perfect attendance. The incentives could be on a weekly, monthly or quarterly basis. These responsibilities which are currently under the management belt may not be carried out completely. Having an HRM would be wise. It might mean money spent, but this will be money spent well, as it is also primarily cost-effective.

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