Case Study 1
The specific nonunion business situation that is to be considered in the case study, pertains to hotel business’s that are mainly equipped with a diverse group of individuals that hold different beliefs, morals, and mannerisms. Human resource managers have a role in developing effective practices such as customer-contact employees which entails selection, training, and providing efficient framework skills to help better the support system for employees’ comprehension of tasks (Osoian & Petre, 2013). Human Resource Managers can only accomplish their goal of providing successful systems and methods if they become innovated in which Osoian & Petre (2013) state that, innovation is a key characteristic that influences hotels success (p.80). Considering that hotel’s primarily staff their employees from different parts of the world it would seem that the most effective way that HRM can communicate towards employee voice would be through a direct or informal mechanism. Direct employee voice mechanisms involve a general conversation amongst the employer and employees whether it is through a meeting, email, or problem-solving groups. Implementing a direct voice provides a direct involvement with employees and management in decisions that affect jobs, and work environment (Lavelle, Gunnigle, & McDonnell, 2010). Providing a clear understanding of policies, procedures, and compensation towards hotel employees who may be unfamiliar with that countries customs in a direct form can prove to be beneficial. Benson and Brown (2010) cite Waring’s (1999) statement that, “direct communication between individual employees and their supervisor is seen to result in higher trust and cooperation” (p.93). The structure on how HRM should address a nonunion business situation would benefit well in a mandatory, group or individual conversation to acquire that face time to ensure employees that management considers all employees as part of the company’s vision. The strategy that HRM should implement towards their employees in order to become successful at providing an employee voice should include practical methods such as encourage ideas and feedback of employees, share business information, as well as providing employee problem-solving groups, use technology to communicate, and providing a safe environment for employee voice by rewarding those who stand up towards standard procedures. It is important that employees feel comfortable and confident when voicing their questions or concerns, and it is also important that managers are trained to become sincere listeners. Osoian and Petre (2013) state that, empowering employees, and promoting team spirit, along with creativity and innovativeness is a part of retaining the best employees (p.84).
Now in a union based business situation the voice mechanism that was developed for a nonunion business situation would continue to benefit those that are involved with union organizations. Benson and Brown (2010) note that, unions typically have two sides: monopoly which is associated with their power to raise wages and collective voice side that is related to their representation within the organization (p.81). In the case that it is on the collective voice side that is a representation of the employees within the organization, having mandatory group meetings, or individual one on one talks, amongst other methods will also help unionized employees. By placing information about the organization in sight where any of the employees can see, and implementing a safe environment where employees are free to voice their concerns and or questions would also benefit unions because of the access and freedom to collect information. The impact that it could possibly make would be a deterioration of union groups considering that access to information and the safety of questioning concerns is protected by employers. The perspective of the HRM strategy...
References: Benson, J., & Brown, M. (2010). Employee Voice: Does Union Membership Matter? Human Resource Management Journal, 20(1), 80-99. Retrieved from http://rx9vh3hy4r.search.serialssolutions.com/?ctx_ver=Z39.88-2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-8&rfr_id=info:sid/summon.serialssolutions.com&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Employee+voice&rft.jtitle=Human+resource+
Budd, J. W. (2013). Labor Relations: Striking a Balance (4th ed.). New York: McGraw-Hill Companies Inc.
Crews, D., & Richard, S. (2013, November). Aligning Culture with Human Resource Strategies. International Journal of Business and Social Science, 4(15), 1-5. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:2048/docview/1471238057?pq-origsite=summon
Lavelle, J., Gunnigle, P., & McDonnell, A. (2010, January 6). Patterning Employee Voice in Multinational Companies. Human Relations, 63(3), 395-418. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:2048/docview/743796346?pq-origsite=summon
Osoian, C., & Petre, A. (2013, Dec). Human Resource Management Practices and Hotel Innovation. Studia Universitatis Babes-Bolyai, 58(3), 80-89. Retrieved from http://p2048-www.liberty.edu.ezproxy.liberty.edu:2048/login?url=http://search.proquest.com.ezproxy.liberty.edu:2048/docview/1492958461?accountid=12085
Please join StudyMode to read the full document