How to overcome contemporary human resource management issues?

Impact of financial and non-financial benefits to employee satisfaction

Businessorganizations should consider on financial benefits and non-financial benefits from the employment in order to ensure the high level of job satisfaction. Further requirements and needs of the existing human resource need to be evaluated in terms of planning and executing the financial and non-financial benefits plan to the organization as well as how financial and nonfinancial benefits of the employment will ensure the job satisfaction and retention of the human resource(Beaver & Harris, 1995). For example most of the employees are motivated to financial benefits compared to the non-financial benefits. It depends on the economic condition and social status of the respective employees. likewise some employees are motivated to the non-financial benefits such as proper training and development, career development opportunities etc. in planning compensation packages to the employees it is essential to ensure proper communication between financial benefits and non-financial benefits. Further compensation packages need to be changed with respect to the changes in economic environment variables and social environment variables which are impact to change the perception and requirements of the human resource(Beeret al, 1999). 

Impact of internal communication to ensure the employee retention

Constant communication by HR either through “high-touch” or “high-tech” means is useful especially when a new policy is formulated, a new initiative is undertaken, or when organizational changes take place or even when a new staff joins. While it is easy to communicate through high-tech means on many of the initiatives and policies, it is equally imperative to keep the channels of communication with staff open at all times through high-touch means. One-on-one and group discussions between the HR manager and staff can contribute to eradicate misunderstandings or ventilation of grievances. Communication of staff data on benefits (e.g., leave) on a regular basis will assist both the staff and their supervisors in making decisions or recommending actions(Geert, 1984). This type of communication will encourage interaction between staff and HR, and project HR as a proactive partner that is client-focused and caring. Such staff data can be part of a comprehensive Human Resource Information System. Further, some new staff mentioned the need for a detailed orientation program for a smooth settling-in phase. In this regard, they were concerned that too much time was spent on trivial matters, which affected their performance during the first few months. It is a good idea to have detailed orientation program. Also, appointment of a mentor (other than the supervisor) for the first three months may be useful for staff to feel at ease in the new organization.

Consider keeping the channels of communication with staff open at all times through “high-touch” means, in addition to the “high-tech” means, such as: one-on-one and group discussions between the HR manager and staff can contribute to eradicate misunderstandings or ventilation of grievances(Beeret al, 1999). Consider implementing a comprehensive Human Resource Information System (to further bolster communication process that could: (a) provide timely, accurate, comprehensive, and analytical HR information reports; (b) facilitate greater involvement of functional department managers in HR management; and (c) provide employee access to their personal files.Consider implementing an orientation program to enable smooth settling-in of new staff and appointing a mentor (other than the supervisor) for the first three months for new staff to feel at ease in the new organization.

An effective Whistle-blowing (WB) policy has a well-defined objective and scope, its extent of application, information on contact details of persons to whom the complaints should be made, detailed clauses on protection to whistle blower and investigation procedure, subject, investigator, responsibilities of Board, management etc. The human resource management policy on whistle blowing should be reviewed and amended so that there will be more clarity and details such as inclusion of the following information(Boxal& Purcell, 2000):

·         Well defined introduction and purpose of this policy including definition of WB;

·         Objective of this policy.

·         A well-defined and listed Scope covering the types of concerns that would be taken into consideration.

·         Disclosure channels such as when and to whom the concern can be disclosed.

·         Investigation Procedure stating clear steps to be followed from preliminary inquiry to a full investigation, arriving at a decision and how to report it.

·         Whistleblower protection / indemnity which includes strict measures that would be taken in order to protect the potential whistleblower and how their identity would be kept strictly confidential. 

·         Roles and responsibilities of all parties involved is clearly defined (i.e. the whistleblower, the investigator(s)/Ethics Officer, the person under investigation, and the Chair of the Audit Committee).

References

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Guest, D.E., Michie, J., Conway, N., & Sheehan, M. (2003) Human resource management and corporate performance in the UK.British Journal of Industrial Relations, 41(2), pp. 291-314.

Geert Hofstede (1984), Cultural Dimensions In Management And Planning. Asia Pacific Journal of Management.