Team Management Blog 10


 

Reward management formulates policies to reward people fairly, based on their performance (Rose 2014). Therefore, SHRM has developed a unique points system which employee get to build up points by offering to do voluntary work for the organization such as promote safety programs, products and offers while gaining an incentive. Moreover, turnover refers to employees moving from one company to other, retention and stability refer to employees preferring to stick to one company (Ton 2014). According to a survey, staff turnover, stability and retention rates have affected by several internal factors such as organizational culture, rewards, and job satisfaction. Also, the external factors like market condition, economy, and location. While external factors are out of organizations control. However, the SHRM ensures that internal factors are considered and attended in a timely manner. Although these methods are usually governed by best practice approach of the Team Management. However, they need to change and adapt to constantly evolving workforce demographics, to remain effective in the long run (Lee et.al, 2016).

Initially, Team Managements struggled archiving organizational strategic goals due to lesser retention. However, then SHRM Teams conducted staff behavior surveys and detailed exit interviews to understand why people leave and SHRM ensured that new hires are given a proper induction training in order to lessen their chances of leaving the organizations from a shorter period of time. Therefore, organizations implemented reward systems like Taylor’s motivational theory, which states that employees are motivated to perform well if paid well (Lapiņa et al. 2014). The sales team is often motivated by attractive incentives upon archiving their sales targets. However, this system is not sustainable and cost-effective for all teams and departments of the organization.

Video 1


Mayo’s theory, which insists on importance of teamwork, communication, and good relations to boost employee morale, is seen operational in organizations through one-on-one meetings with Team Management, discussions on appraisals and personal development (Griffin 2014). Furthermore, when organizations follow a democratic management style, the freedom could be misused by some employees. Henceforth, there are advantages and disadvantages of all the practices. Therefore, it is necessary for modern organizations to use a blend of all practices, depending on the circumstance.

SHRM Teams play a crucial role in managing relations between employees and its employer, also known as employee relation (Aylott 2014). Employee relations impact SHRM decision making to large extent because an employee cannot work as an individual. Team Members needs to coordinate with the Team Management, other departments, and fellow workers to perform well. Furthermore, SHRM Teams understands the importance of employee relations at work as it spreads positivity and people feel responsible towards their job (Berg 2015).

Employee relations are also governed by ethical and social responsibilities to a large extent of SHRM to always practice and encourage morally standard behavior (Karataş-Özkan et al. 2014). Therefore, Organizations corporate code of conduct lays out terms for ethical behavior that include unbiased appraisals, honest employee feedback, sensitive handling of conflict of interests, to name a few. Furthermore, SHRM has a social responsibility towards welfare of its employees, customers, culture, and environment (Pompper 2017). Therefore, many organizations publish a social report highlighting their activities and achievements in this regard.

Employment legislation is a constantly evolving law that controls the employment in an organization (Finkin et al. 2013). Therefore, it has a direct impact on the employer, employee, and trade unions as it regulates employment terms and conditions. Therefore, under data protection law, an employer is responsible for securely handling personal data of the employee (Dagnino 2017). For example, organizational interview questionnaire consists of questions related to experience and education only. There is no other personal information collected. Therefore, the equality law safeguards an employee from any unfair treatment because of gender, race, disability to name a few (Greene & Kirton 2015). For example, work facilities and dress codes in organizations are determined by keeping religious beliefs and disability in mind. Furthermore, under health and safety law, organization as employer, is responsible for creating a risk-free healthy environment for its employees (Jamali et al. 2015). Therefore, the SHRM appoints safety representatives, who are responsible for assessing risks or hazards, providing necessary trainings ensure that first aid and fire extinguisher kits are always available and up to the standard. Also, case of redundancy or dismissal, law states that an employer must give proper notice period and carry out a fair termination process (Henderson 2017). On the final day of an employee’s work or the final stage of Tuckman’s Theory (Adjourning Stage), the SHRM Teams provides Team Members with details of his pension, holiday pay, final dues, and a satisfactory job reference letter. Lastly, labor laws also consist of laws related to employment contract, which is a legal agreement between employee and employer and clearly states terms of employment (Mathis et al. 2016).

Content 1 (Certificate of employment 2011).



List of References

Aylott, E 2014, Employee Relations. 1st (ed.) London.

Berg, J 2015, ''Labor Markets, Institutions, and Inequality'', Building Just Societies in the 21st Century, 1st (ed.), Cheltenham.

Lee, C., Alonso, A., Esen, E., Coombs, J., Mulvey, T., Victor, J., Wessels, K., Ng, H., Scanlan, K., Harris, C., Raybuck, EM 2016. ''Employee Job Satisfaction and Engagement'', Society of Human Resource Management, <https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Documents/2016-Employee-Job-Satisfaction-and-Engagement-Report.pdf>.

Dagnino, E 2017, ''People Analytics'', Work and Labor Protection in the Era of HRM through Big Data. Labor & Law Issues, 3(1), pp. 1-31.

Finkin, M 2013, ''Common Workplace Problems in Different Legal Environments'‘, Multinational Human Resource Management and the Law, 1st (ed.), Cheltenham.

Greene, AM & Kirton, G 2015, ''The dynamics of managing diversity'', A critical approach. 1st (ed.) New Jersey, United States.

Griffin, R 2014, ''Complete Training Evaluation'', The Comprehensive Guide to Measuring Return on Investment. 1st (ed.) London.

Henderson, I 2017, Human Resource Management for MBA and Business Masters. 3rd (ed.) London.

Jamali, D., Dirani, A. & Harwood, I 2015, ''Exploring Human Resource Management Roles in Corporate Social Responsibility'', The CSR‐HRM Co‐creation Model. Business Ethics, 24(2), pp. 125-143.

Lapiņa, I., Maurāne, G. & Stariņeca, O 2014, ''Human Resource Management Models'', Aspects of Knowledge Management and Corporate Social Responsibility, Social and Behavioral Sciences, Volume 110, pp. 577-586.

Pompper, D 2017, ''Corporate Social Responsibility, Sustainability, and Ethical Public Relations'', Strengthening Synergies with Human Resources. 1st (ed.) Bingley.

Rose, M 2014, Reward Management. 1st (ed.) London.

Ton, Z 2014, ''The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits'', 1st (ed.) Boston.

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