What position/positions in your organization are accountable for workplace relations in your organization? What impact do they have? What programs are in place to impact relationships at work? Provide specific examples
The positions that are accountable for workplace relations are the public relations department and the human resource management departments. They have a significant impact in that they enable people in the workplace to relate well with each other and also the clients (Horst, 2017). There are specific training programs that have been set up to enable persons to create a conducive working relationship between the workers and the clients, such as the building bridges training program.
If you were an HR manager in a private-sector organization, what key programs would you implement to improve employee-employer relations? Why?
There are vital programs that would be vital for the enhancement of employee-employer relations, such as communication programs. These types of programs are essential, and this is since communication between the employer and employee are generally non-existent in the most organization (Keefe, 2015). It would be crucial to ensure that as the HR manager that the employee and employer can interact with one another and to be able to share ideas at the same time maintaining a healthy working relationship. These relationships help to also improve people and make them better in the work place.
How would you determine the added value of your programs?
Feasibility studies would be done beforehand to ensure the success rate of these programs; this would avoid a trial and error scenario, which would be dangerous for the organization. It is crucial to make sure that the method can work, and it applies to the employees (Keefe, 2015). It is also vital to have inclusivity in the programs by ensuring that people contribute. It would also be in the best interest of the company to have ways in which the progress can be assessed and keep records of how this programs can be able to help the company both for the employer and employee.
Bücker, J., & Horst, E. (2017). Innovative Work Behavior: To What Extent and How Can HRM Practices Contribute to Higher Levels of Innovation Within SMEs?Keefe, J.
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