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Chapter 15

Human Resources Management Chapter 15

3 Pages
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Department
Human Resources
Course Code
MHR 523
Professor
Kristyn Scott

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Chapter 15 Notes
THE STRATEGIC IMPORTANCE OF EFFECTIVE EMPLOYEE RELATIONS
-ensuring that employees are treated fairly, ethically, and legally
-distributive justice: fairness of a decision outcome
-procedural justice: fairness of the process used to make a decision
-interactional justice: fairness in interpersonal interactions by treating others with dignity and respect
EMPLOYEE ENGAGEMENT
-employee engagement: a positive, fulfilling, work-related state of mind characterized by vigour,
dedication, and absorption
DRIVERS OF ENGAGEMENT
-leadership, opportunities for learning and development, company image, reputation
-Towers Perrin Study
-1) senior leaders demonstrate inspiration, vision, and commitment, 2) employees have a strong desire
to learn and grow, 3) employees want to work for a company with a good reputation
-figure 15.1Æ Top drivers of attraction, retention, and engagement
OUTCOMES OF ENGAGEMENT
-improvements in recruiting, retention, turnover, individual productivity, customer service, and
customer loyalty
-engagement contributes to productivity and performance
EFFECTIVE EMPLOYEE COMMUNICATION
SUGGESTION PROGRAMS
-employees offer well-informed, thoughtful, and creative suggestions regarding issues
EMPLOYEE OPINION SURVEYS
-employee opinion surveys: }uuµv]]}vÀ]Zµµ]}vv]}l(}uo}Ç[
opinions about the company, management, and work life
COMMUNICATION FROM MANAGEMENT
-give employees extensive data on performance and prospects of their operations
RESPECTING EMPLOYEE PRIVACY
-monitoring the use of technology-related activities in the workplace to eliminate time wastage
-employees are concerned with privacy
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Description
Chapter 15 Notes THE STRATEGIC IMPORTANCE OF EFFECTIVE EMPLOYEE RELATIONS -ensuring that employees are treated fairly, ethically, and legally -distributive justice: fairness of a decision outcome -procedural justice: fairness of the process used to make a decision -interactional justice: fairness in interpersonal interactions by treating others with dignity and respect EMPLOYEE ENGAGEMENT -employee engagement: a positive, fulfilling, work-related state of mind characterized by vigour, dedication, and absorption DRIVERS OF ENGAGEMENT -leadership, opportunities for learning and development, company image, reputation -Towers Perrin Study -1) senior leaders demonstrate inspiration, vision, and commitment, 2) employees have a strong desire to learn and grow, 3) employees want to work for a company with a good reputation -figure 15.1 Top drivers of attraction, r
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