Essay on Manager-Employee Relationship: Cultivating a Positive Work Environment

Chapter 5 on the manager-employee relationship indicates that a successful HR manager should assiduously cultivate and preserve a close relationship with every worker in that organization (Fallon Jr & McConnell, 2013). Creating effective channels of communication is important, as it will create a good working environment where workers feel included in the overall organization culture (Fallon Jr & McConnell, 2013). Managers are required to treat the subordinate staff as a "full-fledged, contributing member of a team" (Fallon Jr & McConnell, 2013). The 80-20 rule firmly highlights how the manager-employee relationship should pan out. The rule states that 20% or less of workers consume 80% or more of their supervisor's time (Fallon Jr & McConnell, 2013). The essay will explain different sub-topics related to the subject of maintaining effective employee relations in the workplace.

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An open-door policy refers to the act of organizational leaders leaving their office doors "open" so that workers feel welcome to stop by to convene informally, to inquire questions or deliberate matters that have been disturbing their minds (Fallon Jr & McConnell, 2013). In the broad sense, the objectives of an open-door policy are attractive since it helps create a culture of trust, collaboration, and communication of a person's rank in the hierarchy (Fallon Jr & McConnell, 2013). Even though the goals are noble, the challenges are real; the first challenge according to chapter 5, is executive managers are unable to address many problems encountering workers than first-line managers since they are often busy and unavailable (Fallon Jr & McConnell, 2013). The other reason is that many workers are afraid to speak up about their personal and organizational challenges, and workers may become too reliant on their leaders thereby denting their productivity input (Fallon Jr & McConnell, 2013).

When first-line supervisors are visible and available to workers they are at a better place of solving their problems and issues in a more open and direct way (Fallon Jr & McConnell, 2013). The workers will always feel recognized and also realize the importance of the tasks they are doing. Aside from solving task-oriented matters, some supervisors may hold individual meetings with workers to evaluate their performance and address internal problems through counseling, corrective processes or initiating a disciplinary action (Fallon Jr & McConnell, 2013).

Relationships between workers and first-line supervisors can be explained in different aspects. People often become more comfortable with their job roles as they perform them for longer periods of time (Fallon Jr & McConnell, 2013). Since first-line managers are the intermediary of top executives and subordinary staff, there is a need for them to pay specific attention to workers who fulfill their duties and are not rowdy to motivate them and ensure they maintain their high level of productivity and professionalism (Fallon Jr & McConnell, 2013).

The cost of turnover is any cost linked with the turning over of one position. This calculation includes the cost of hiring for a specific position, training the new worker, and managing the role when it is not filled (Fallon Jr & McConnell, 2013). According to chapter 5, turnover is essential to an organization, since it is both costly, disruptive. Much turnover emanates from how workers feel regarding their employment aspect, their supervisors and how they are treated (Fallon Jr & McConnell, 2013). The main challenge with the turnover cost is that it always benefits the employees who remain loyal to the policies of their employers (Fallon Jr & McConnell, 2013).

Conclusion

In conclusion, the manager should ensure they create an inclusive, and trustworthy atmosphere within the workplace to develop and sustain productivity. The main challenge with an open-door policy is workers may be too dependent on their employers (Fallon Jr & McConnell, 2013). Finally, an Employee Assistance Program (EAP) is a confidential workplace service that workers pay. It helps workers to deal with work-life stressors, family issues, monetary concerns, relationship problems. It contributes to maintaining productivity in the workplace (Fallon Jr & McConnell, 2013).

References

Fallon Jr, L. F., & McConnell, C. R. (2013). Human resource management in health care. Jones & Bartlett Publishers. Retrieved from: https://ereader.chegg.com/#/books/9781284055047/cfi/6/30!/4/2@0:0