Employee records contain data on a particular employee’s actions, reward and recognition, discussion, incidents of performance coaching, investigations, disciplinary action, performance evaluation and positive contribution. Records are important in many ways and vary according to different stages of an employee. An employee record may contain the employee’s training and development history. Documenting this is vital as it help in maintaining job satisfaction, engagement and productivity (Sampson, 2002). By referring to these records the employer can be able to get the basis for evaluating their employees and rewarding their performance. Employees rely on this feedback to raise their morale and inspire motivation.
Another important reason for keeping employee records is for compensation and benefits purposes. Compensation and benefits structure is contained on these records and they help the employer track merit increases, employee wages, mandatory and voluntary deductions and year-end bonuses (Sampson, 2002). The records are also extremely important when the engagement between the employee and the organization comes to an end. The records can be used later in case a legal tussle ensues where disgruntled employees sues the company. The documents in this scenario will help the management justify their decision.
Consequences of not keeping records are many and adverse. One such consequence is unprofessional behavior by employees like conflict of interest. A conflict of interest may occur when employee actions are influenced by personal interests or interests of family members. Without accurate and objectives records of the employee the employer may not be able to stop this in time. Another consequence is that the organization may find itself in the receiving end in case of a legal scuffle with its former employees. Without proper records the organization will not be able to explain their actions. Workers will not be motivated when proper and objectives records are not in place (Sampson, 2002). This is because the employer may not be able to evaluate their performance and motivate them accordingly. Subjective record will lead to undeserved promotions which may de motivate the employees. From the foregoing it is evident that keeping employees records is of extremely important. Though this comes at a cost, the benefits by far outweigh the costs.
Employee’s record may be in form of formal documentation or informal documentation. An example of formal documentation is Position Job Description. This may protect the employer in several ways. Firstly, the record gives the employer power to give instructions without questions from the employee. This is because it specifies the responsibilities the employee will be obliged to perform. The employer is also protected from claims of bias that may be advanced by other employees. The employee can use the position job description to promote an employee who undertakes his or her roles satisfactorily. The employer will use the records to justify his or her actions in case some disgruntled employees don’t agree with his decision. Position job description can also be used as evidence in case an employee does not perform to expectation and is consequently dismissed. The employer can produce the records to justify the action of dismissing such employee (Sampson, 2002).
An example of an informal documentation in an employee file is manager’s record of his conversation with an employee in unofficial gathering. The record may be important in that it help the employer read the mind of the employer on his or her view of the organization. This will help provide the mode and level of motivation of such employee.
Termination can take two forms that is termination with cause or termination without cause. Termination with cause is brought about by an action or omission of employee which irreparably damage the employment relationship between the employee and the employer. It usually occurs when an employee is dismissed in conduct related reason. Termination without cause on the other hand means the contract is ended not based on misconduct. The significant factor that will ensure an effective legal termination is a Notice. Notice is the duration between the times an employer informs an employee in writing that he or she will be terminated and the time when the actual termination takes effect or the last day the employee will be compensated (Walsh, 2010). Payment in lieu of notice may take place whereby the employer choose to have the termination take place instantly, and remunerate the employee for the days of notice obligated by the legislation.
Employees can protect themselves from termination in a downsizing situation in a number of ways. One way of ensuring one does not fall victim to downsizing is to talk. Private meeting with seniors to ask for feedback on performance and offering what you believe are your strengths will do you good. Offer to focus on performance improvement by yourself but make it known to the seniors that you will be willing to work with a coach or a mentor. Another way is staying calm. It’s important to work with a coach or a career counselor to identify areas of weakness and strategies to overcome it. One also needs to do more than he or she needs to do to avoid the cut. Finding ways that makes one indispensable from the company team is imperative. Looking at a lay off in a positive way can also prove important. Make a plan for the future and see a layoff as an opportunity for change. If you are dismissed from the job and you feel it is unfair, be sure to have relevant documents to be able to seek legal redress. With relevant documentation it will be easy to argue your case out and probably seek compensation or reinstatement (Walsh, 2010).
Health care leaders face a number of challenges in trying to uphold the ethics of critique, justice and caring. Two of the major challenges are affordable care and social responsibility. People expect their health care to be affordable so that they can use the other resources in other economic needs. This puts the health leaders in sates of quagmire as they have to balance between the costs of health care and the charges the patients have to pay (Jasper & Jumaa, 2005). To be seen as just and caring the leaders may have to cut on expenses which may come at a cost of quality. This is definitely not something they would like to do as they are much aware what compromise to quality may translate to. Another challenge is social responsibility. Health leaders are always developing socially responsible policies. It is becoming extremely hard to balance between social responsibility and the interest of the organization. The health leaders may face criticism for not employing in the areas they are located while there could be insufficient qualified professionals in those areas. They may have to make tough decisions which may not be popular with many.
The mangers can balance the need for ethics with employee and organizational needs by ensuring there is no discrimination in hiring or promotions and making sure they don’t violate the employees’ rights. The mangers should ensure they don’t make misleading or false promises to their customers as this will destroy their reputation. Managers need to live up the organizations corporate values (Jasper & Jumaa, 2005). They should base their actions on the interests of the organization and their duties to stakeholders and employees.
The first step in planning an effective succession planning involves building a solid Association Foundation. Criteria for identifying employees for advancement should be open, objective, exhaustive and clear. The key to successful succession plan lies in building a concrete foundation of growth and profitability for the organization. The second step is developing the leader’s exit strategy. Starting with the end in mind is very important. The vision of desired outcome should be in mind at this level. The future leaders should undergo training and development to make them lady to take the roles. The next stage should be aimed at minimization the association’s risk (Rothwell, 2010). In every process unforeseen risks may occur the organization should be ready to deal with them. Insurance policies and proper legal documentations need to be in place.
The fourth step should be to strengthen the systems and processes in place. New leadership may face challenges but with strong systems and processes this can be avoided. An effective organization structure should be put in place. The structure should have a strong accounting and financial controls in addition to a comprehensive market plan. The final step should be to identify gaps between the existing talent pool and the required leadership. The transition should be as smooth as possible. The organization must choose between promoting a new leader from within the internal hierarchies or to bring a completely new person (Rothwell, 2010). Whichever the case, the new leader should have time to work with the outgoing one to gain some experience.
Unionization refers to the act of forming unions. Management in a large extent is opposed to unionization. Management view unions as preventing them from realizing their goals and objective. They view that long term contracts can limit flexibility which is required in the current fast-changing world. Managers can find their hands tied when requiring making major changes fast which may be response to changes in the economy, government and business environment. Mangers also view unions as limiting reengineering and innovation. This they believe is caused by the rigidity of the unions. Another reason for the dissent of unions by management is that maintaining jobs principle adopted by unions can limit productivity. Protecting jobs can inhibit flexibility and push costs up when reduction of staff is necessary (Harcourt & Wood, 2004).
From the employees perspective unionization is a positive concept and should be encouraged. They believe the unions play a regulatory role in setting standards relating to jobs and terms. The unions play a service role by promoting the interests of members. They also create industrial democracy at the workplace. The unions also impacts on the economy by wage bargaining interventions (Harcourt & Wood, 2004). Wage inequality reduction is an impact of unionization. Strong unions play a role of setting a pay standard that even nonunion employers follow and thus receiving support from employees
The urgent requirement for businesses to develop a diverse pool of brilliant leaders, tap expertise from the current workforce and outsource noncore activities has made HR an important function. To remain relevant, focus on strategic support to the organization and the customers is not a choice. There is still opportunity for the HR function to improve and transform key decision makers and influencers. The HR function should provide specialized knowledge and set the strategic tone. Another aspect the HR function can continue being strategic partners is by demonstrating support for the organization’s strategies. This can be achieved by aligning the HR strategies with those of the business. In other words the HR strategies should be a reflection of the organization’s strategy (Rothwell, 2010). Such alignments help HR in delivering value. HR can also provide the organization with competitive advantage by ensuring value competence of the staff they hire. The employees should be having abilities they require to be able to respond to long term and short terms demands of the market. The HR function should also be able to develop and mentor leaders through mentorship programs and regular evaluations. This will ensure the organization will be able to achieve its goals in the future.
Harcourt, M., & Wood, G. E. (2004). Trade unions and democracy: Strategies and perspectives. Manchester [u.a.: Manchester Univ. Press
Jasper, M., & Jumaa, M. (2005). Effective healthcare leadership. Oxford, UK: Blackwell Pub.
Rothwell, W. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. New York.
Sampson, K. L. (2002). Value-added records management: Protecting corporate assets, reducing business risks. Westport, Conn: Quorum Books.
Walsh, D. J. (2010). Employment law for human resource practice. Mason, OH: South-Western Cengage Learning.