Master of Business Administration- MBA Semester 1 MB0043 Human Resource Management - 4 Credits (Book ID:B1132) Assignment Set- 1 (60

Marks) Note: Each Question carries 10 marks. Answer all the questions.
Q1. What are the objectives of job evaluation?
Objectives of Job Evaluation : The decision to measure or rate jobs should only be made with the intent to reach certain objectives which are important to both management and the employee. Although there are many side benefits of job evaluation, the purpose is to work towards a solution of the many wage and compensation related administrative problems which confront the industry. The below-mentioned are some of the important objectives of a job evaluation programme: 1. Establishment of sound salary differentials between jobs differentiated on the skills required. 2. Identification and elimination of salary-related inequities. 3. Establishment of sound foundation for variable pay such as incentive and bonus. 4. Maintenance of a consistent career and employee growth policy/ guidelines. 5. In organizations with active unions, creation of a method of job classification, so that management and union officials may deal with major and fundamental wage issues during negotiations and grievance meetings. 6. Collection of job facts a) Selection of employees b) Promotion and transfer of employees c) Training of new employees d) Assignment of tasks to jobs e) Improving working conditions f) Administrative organization, and g) Work simplification.

Q2. What are the major problems faced in benefits management?

One of the most vexing problems faced by modern human resource management is how to assure that the employees of the organization are being compensated appropriately for their contributions. One critical part of that determination, of course, is whether their pay is the correct amount within the context of affordability, equity, and market conditions. Affordability and equity are generally (not always, but usually) internal organizational issues that management can rely on internal data and information to analyze and manage. Determining market conditions, however, has always been difficult. Over the past century the methodologies, practices, and science of arriving at market pay information and intelligence has evolved from chamber of commerce and industry and professional association information sharing to sophisticated survey design, implementation, and analysis. While simple arithmetic might have been sufficient in 1950, advanced mathematics, and statistical analyses are required today.

Q3. State the major career development activities found in organizations.

Today, HR managers participate in developing business strategies and ensure that human resource dimensions are considered. For instance, the HR manager for manufacturing has HR responsibilities for 600 employees. In that role she contributes to workflow, production, scheduling, and other manufacturing decisions. It also means that she is more accessible to and has more credibility with manufacturing workers, most of whom are hourly workers.

Making the transition in HR management required going from seven to three levels of management, greatly expanding the use of cross-functional work teams, and significantly increasing training. To ease employee and managerial anxieties about the changes, GE Fanuc promised that no employees would lose their jobs. Managers and supervisors affected by the elimination of levels were offered promotions, transfers to other jobs in GE Fanuc, or early retirement buyouts. Additionally, employees were promised profit sharing, which has resulted in up to three weeks additional pay in profit sharing bonuses in some years. The test of the change is in the results. GE Fanucs revenue is up almost 18%. Over 40 work teams meet regularly to discuss work goals, track their performance against established measures, and discuss problems and issues. Employee turnover is also extremely low in most areas. Transitions in HR management are also paying off in the Bank of Montreal, based in Montreal, Quebec. Emphasizing human resources has involved 35,000 employees in organizational success. This recognition meant focusing greater attention on the talents of diverse employees working at the bank. Specific efforts were made to expand opportunities for women employees, who composed about three-fourths of the banks workers. As a result, several years later about one-fourth of all managers and executives are women. Similar attention also was focused on other diverse groups of employees. So that all employees were given opportunities to grow and learn, the Bank of Montreals Institute of Learning was established at a cost exceeding $50 million. The goal of providing five days of training and education to every employee each year has been met for several years. To focus on performance, each department and every employee have performance targets and measures on such factors as customer service, return on equity, and profitability. Yearly, the scores from all measures are computed as indices, and then compiled into one figure to measure overall bank performance. Executives believe that their emphasis on HR activities has contributed significantly to the Bank of Montreals achieving period profits for seven years in a row. In summary, it is evident that the transition of HR management at GE Fanuc and at Bank of Montreal has enhanced organizational competitiveness and success.

Q4. Explain the need for human resource planning.

Human Resource Planning is a mandatory part of every organizations annual planning process. Every organization that plans for its business goals for the year also plans for how it will go about achieving them, and therein the planning for the human resource: 1. To carry on its work, each organization needs competent staff with the necessary qualifications, skills, knowledge, work experience and aptitude for work. Since employees exit and organization both naturally (as a result of superannuation) and unnaturally (as a result of resignation), there is an on-going need for hiring replacement staff to augment employee exit. Otherwise, work would be impacted. In order to meet the need for more employees due to organizational growth and expansion, this in turn calls for larger quantities of the same goods and services as well as new goods. This growth could be rapid or gradual depending on the nature of the business, its competitors, its position in the market and the general economy. Often organizations might need to replace the nature of the present workforce as a result of its changing needs, therefore the need to hire new set of employees. To meet the challenge of the changed needs of technology / product/service innovation the existing employees need to be trained or new skill sets induced into the organization. Manpower planning is also needed in order to identify an organizations need to reduce its workforce. In situations where the organization is faced with severe revenue and growth limitations it might need to plan well to manage how it will reduce its workforce. Options such as redeployment and outplacement can be planned for and executed properly.

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Q5. What are the factors that impact recruitment in organizations?

The influence of the various factors, as described above, be modified through goal directed recruitment efforts and career guidance? Recruitment efforts of various kinds have been launched by ministries, educational authorities, individual institutions, business and organizations in a number of countries.

The various initiatives may be sorted along a continuum from (on one end of the scale) those that aim to recruit more students to existing programs, to (on the other end of the scale) those that involve changing the contents, contexts and teaching/learning approaches in order to attract more students in general and women in particular.

Q6. Assume yourself as an HR Manager. You have been given the responsibility of promoting the rightful employees. For this, performance appraisal of the employees must be carried out. What appraisal method would you choose? Justify.
If I am a HR manager, i would choose the 360-degree appraisal method because of the following reasons: 360 Degree Appraisal: Typically, performance appraisal has been limited to a feedback process between employees and Managers. However, with the increased focus on teamwork, employee development, and customer service, the emphasis has shifted to employee feedback from the full circle of sources depicted in the diagram below. This multiple-input approach to performance feedback is sometimes called "360-degree assessment" to connote that full circle. There are no prohibitions in law or regulation against using a variety of rating sources, in addition to the employees Manager, for assessing performance. Research has shown assessment approaches with multiple rating sources provide more accurate, reliable, and credible information. For this reason, HR Management supports the use of multiple rating sources as an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes. The circle, or perhaps more accurately the sphere, of feedback sources consists of Managers, peers, subordinates, customers, and ones self. It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program. The organizational culture and mission must be considered, and the purpose of feedback will differ with each source. For example, subordinate assessments of a Managers performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the teams or agencys results. The objectives of performance appraisal and the particular aspects of performance that are to be assessed must be established before determining which sources are appropriate. Superiors: Evaluations by superiors are the most traditional source of employee feedback. This form of evaluation includes both the ratings of individuals by Managers on elements in an employees performance plan and the evaluation of programs and teams by senior managers. Self Assessment: This form of performance information is actually quite common but usually used only as an informal part of the Manager-employee appraisal feedback session. Managers frequently open the discussion with: "How do you feel you have performed?" In a somewhat more formal approach, Managers ask employees to identify the key accomplishments they feel best represent their performance in critical and non-critical performance elements. In a 360-degree approach, if self-ratings are going to be included, structured forms and formal procedures are recommended. Peers: With downsizing and reduced hierarchies in organizations, as well as the increasing use of teams and group accountability, peers are often the most relevant evaluators of their colleagues performance. Peers have a unique perspective on a co-workers job performance and employees are generally very receptive to the concept of rating each other. Peer ratings can be used when the employees expertise is known or the performance and results can be observed. Subordinates: An upward-appraisal process or feedback survey (sometimes referred to as SAM for a "Subordinates Appraising Managers") is among the most significant and yet controversial features of a "full circle" performance evaluation program. Both managers being appraised and their own superiors agree that subordinates have a unique, often essential, perspective. The subordinate ratings provide particularly valuable data on performance elements concerning managerial and Managerial behaviors. However, there is usually great reluctance, even fear, concerning implementation of this rating dimension. Customers: Setting Customer Service Standards requires agencies to survey internal and external customers, publish customer service standards, and measure agency performance against these standards. Internal customers are defined as users of products or services supplied by another employee or group within the agency or organization. External customers are outside the organization and include, but are not limited to, the general public.

Master of Business Administration- MBA Semester 1 MB0043 Human Resource Management - 4 Credits (Book ID:B1132) Assignment Set- 2 (60 Marks) Note: Each Question carries 10 marks. Answer all the questions.
Q1. What are the objectives of human relations?
The following are the objectives of human relations: 1. A human Relations Programme thereby attempts at enhancing employee motivation and workplace morale through an improved three-way communications and through employee participation in the decision making processes. Human relations seek to emphasise employee aspects of work rather than technical or economic aspects. For example while it might be in the best interest of an organization to have a employee skilled and completely proficient in one job/ set or responsibilities, todays organization provides opportunities for employees to multi-skill and acquire knowledge of new yet related jobs/responsibilities. These acts as a motivator for employees as they benefit by learning new skills / jobs and given an opportunity can perform and excel in another job. It also seeks to make employment and working conditions less impersonal. The human relations approach emphasises policies and techniques designed to improve employee morale and job satisfaction. For example it is common place in organizations to provide for / encourage employee empowerment where-in the team brings about creative measures to reduce cost/ improve customer satisfaction. Such teams design and implement self-driven initiatives to bring about the business result. It is believed that this is accompanied by increased employee efficiency and reduction in employee dissatisfaction. To strengthen and appreciate the human assets continuously by providing training and development programs. To establish and maintain organizational structure and desirable working relationships among all the members of the organization. To provide fair, acceptable and efficient leadership.

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10. To provide an opportunity for expression and voice management. 11. To secure the integration of individual or groups within the organization by co-ordination of the individual and group goals with those of the organization. 12. To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work, prestige, recognition, security, status.

Q2. Why is it important to handle grievances carefully?

What might happen if an organization does not provide some method by which a employee can voice his complaints and obtain a explanation? The employee will be unhappy, his productivity is impacted, he openly begins to share his discontent with not just his colleagues but also outsiders, friends, relatives, maybe even customers and vendors. Just as the employee has all the right to voice a grievance, as employer (or the management) owes it to the employee to respond suitably to the grievance. It is but commonsense that the resolution of a problem rests on management. The earliest and clearest opportunity for issue resolution is found at the first stage, before the grievance has left the jurisdiction of the manager. For this reason, many firms have specifically trained their managers on how to handle a

grievance or complaint properly. If the dispute or grievance constitutes a managerial problem it can often be resolved by the manager himself with the help of the HR team. The following steps discuss how a grievance can be redressed: 1. Receiving the grievance: The manner and attitude with which the manager receives the complaint of grievance is important. The basic premise is that the manager should at the outset assume that the employee is fair in presenting his/her opinion/complaint. The complaint should not be prejudged on the basis of past experience with this or other employees. When a employee approaches the manager with a issue the manager needs to make himself available to listen it all out and provide him/her the undivided attention. Research confirms that managers who were more task-oriented, as contrasted with managers who were more people-oriented, tended to experience a significantly higher number of grievances being filed in their units. Reviewing the grievance: Once a complaint is received all facts supporting the issue needs to be gathered. Proper record keeping such as performance ratings, job ratings, attending records, and suggestions are reviewed. In addition, with the increasingly legal implications of modern labor-management relations, the manager should keep records on each particular grievance. All action taken, discussions with the employee, summary and what is agreed to all of it needs to be recorded. Analysis and decision: With the problem defined and the facts in hand, the manager must now analyze and evaluate them, and come to some decision. It is important for the manager to involve others in the process to ensure that it is fair and is the best solution. The manager must include the views of his own manager as he might not be aware of all the implications of the problem and its resolution. Involving HR too is a recommended process in all organizations. HR can then seek finance or legal counsel if required, before any decision is taken. All involved in the decision making process need to be aware that the decision may create an undesirable precedence within the department as well as the company. Response: Often it might not be possible to provide a positive resolution to the problem. If the solution decided is adverse to the employees views, attention needs to be given to the method of communication. Employees dislike managers who will take no stand, good or bad. Clearly communicating the message and sharing as much information as possible about the decision making process helps in establishing credibility to the process used to make the decision. The manager can also invite HR or his manager to sit-in on the conversation with the employee. As far as possible this should happen in a face-to-face meeting. In the event an employee wishes to take the appeal beyond to the next stage of the procedure he must be allowed to do so. The manager must have the opportunity to explain his decision to the other members so they can take a well-informed decision. Follow up: The objective of the grievance procedure is to resolve a disagreement between an employee and the organization. Open communication is important for this process. The purpose of phase is to determine whether the employee feels that the problem has been sufficiently redressed. If follow up reveals that the case has been handled unsatisfactorily, then redefinition of the problem, further fact-finding, analysis, solution and follow up are required. At this stage the manager can step aside and allow someone else in a position of authority like the HR or the managers manager to lead the process and close it.

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Among the common errors of management encountered in the processing of grievances are: 1. Lack of in-depth review of the issue and its facts; 2. Expressing policy/management opinion prior to the time when all pertinent facts have been discovered; 3. Failing to maintain proper records; 4. Resorting to authoritative orders rather than having open conversations with the employee 5. Watch out if making exceptions / setting a precedence which could then become a rule.

Q3. How can we evaluate the effectiveness of training programs conducted in organizations?
An objective of training evaluation is to determine the payoff from the training investment. It focuses on the improvement of the participant in the training programme to perform jobs for which they were trained, what was effective and what was not, whether the trainees required any additional on the job training, and the extent of training not needed for the participants to meet job requirements. There are various approaches to training evaluation. To get a valid measure of training effectiveness, the manager should accurately assess trainees job performance two to four months after completion of training. However this focus is not easy to establish and track in most organizations. Per Kirkpatricks study, training effectiveness of outcomes can be measured: 1. Reaction: Evaluate the trainees reaction to the programme. Did he like the programme? Did he think it worthwhile?

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Learning: Did the trainee learn the principles, skills and fact that the supervisor or the trainer worked them to learn? Behaviour: Whether the trainees behavior on the job changed because of the training programme. Results: What final results have been achieved? Did he learn how to work on machine? Did scrap page costs decrease? Was turnover reduced? Are production quotas now being met? etc.,

Structured interviews With the immediate supervisor of the trainees are acceptable methods for obtaining feedback in training. The supervisor is asked to rate the former trainee on job proficiency directly related to the training objectives. Another approach is to involve the use of experimental and control groups. Each group is randomly selected, one to receive training (experimental) and the other not to receive training (control). The random selection helps to assure the formation of groups quite similar to each other. Measures are taken of relevant indicators of success (e.g. words typed per minute, units of work produced per hour etc.) before and after training for both groups. If the results shown by the experimental group are significantly greater than those of the control group, the training can be considered as successful. Another common method is the longitudinal or time series analysis. A series of measurements are taken before the programme begins and continues during and post completion of the programme. The results are then plotted on a graph to ascertain changes if any, have occurred and continue to remain as a result of the training investment that was made. In addition, pre-and-post tests are administered to the training groups. Prior to the training, a test related to the training material is applied, and the results of this pre-test are compared with results on the same or similar test administered after the programme has been completed.

Q4. Explain the general procedures followed in the case of a disciplinary action.
Keys to handling disciplinary issues in the workplace Establish the facts of each case It is important to carry out necessary investigations of potential disciplinary matters without unreasonable delay to establish the facts of the case. In some cases this will require the holding of an investigatory meeting with the employee before proceeding to any disciplinary hearing. In others, the investigatory stage will be the collation of evidence by the employer for use at any disciplinary hearing. In misconduct cases, where practicable, different people should carry out the investigation and disciplinary hearing. If there is an investigatory meeting this should not by itself result in any disciplinary action. Although there is no statutory right for an employee to be accompanied at a formal investigatory meeting, such a right may be allowed under an employers own procedure. In cases where a period of suspension with pay is considered necessary, this period should be as brief as possible, should be kept under review and it should be made clear that this suspension is not considered a disciplinary action. Inform the employee of the problem If it is decided that there is a disciplinary case to answer, the employee should be notified of this in writing. This notification should contain sufficient information about the alleged misconduct or poor performance and its possible consequences to enable the employee to prepare to answer the case at a disciplinary meeting. It would normally be appropriate to provide copies of any written evidence, which may include any witness statements, with the notification. The notification should also give details of the time and venue for the disciplinary meeting and advise the employee of their right to be accompanied at the meeting. Hold a meeting with the employee to discuss the problem The meeting should be held without unreasonable delay whilst allowing the employee reasonable time to prepare their case. Employers and employees (and their companions) should make every effort to attend the meeting. At the meeting the employer should explain the complaint against the employee and go through the evidence that has been gathered. The employee should be allowed to set out their case and answer any allegations that have been made. The employee should also be given a reasonable opportunity to ask questions, present evidence and call relevant witnesses. They should also be given an opportunity to raise points about any information provided by witnesses. Where an employer or employee intends to call relevant witnesses they should give advance notice that they intend to do this. Allow the employee to be accompanied at the meeting

Workers have a statutory right to be accompanied by a companion where the disciplinary meeting could result in: A formal warning being issued; or The taking of some other disciplinary action; or The confirmation of a warning or some other disciplinary action (appeal hearings).

The chosen companion may be a fellow worker, a trade union representative, or an official employed by a trade union. A trade union representative who is not an employed official must have been certified by their union as being competent to accompany a worker. To exercise the statutory right to be accompanied workers must make a reasonable request. What is reasonable will depend on the circumstances of each individual case. However, it would not normally be reasonable for workers to insist on being accompanied by a companion whose presence would not prejudice the hearing nor would it be reasonable for a worker to ask to be accompanied by a companion from a remote geographical location if someone suitable and willing was available on site. The companion should be allowed to address the hearing to put and sum up the workers case, respond on behalf of the worker to any views expressed at the meeting and confer with the worker during the hearing. The companion does not, however, have the right to answer questions on the workers behalf, address the hearing if the worker does not wish it or prevent the employer from explaining their case. Decide on appropriate action After the meeting decide whether or not disciplinary or any other action is justified and inform the employee accordingly in writing. Where misconduct is confirmed or the employee is found to be performing unsatisfactorily it is usual to give the employee a written warning. A further act of misconduct or failure to improve performance within a set period would normally result in a final written warning. If an employees first misconduct or unsatisfactory performance is sufficiently serious, it may be appropriate to move directly to a final written warning. This might occur where the employees actions have had, or are liable to have, a serious or harmful impact on the organisation. A first or final written warning should set out the nature of the misconduct or poor performance and the change in behaviour or improvement in performance required (with timescale). The employee should be told how long the warning will remain current. The employee should be informed of the consequences of further misconduct, or failure to improve performance, within the set period following a final warning. For instance that it may result in dismissal or some other contractual penalty such as demotion or loss of seniority. A decision to dismiss should only be taken by a manager who has the authority to do so. The employee should be informed as soon as possible of the reasons for the dismissal, the date on which the employment contract will end, the appropriate period of notice and their right of appeal. Some acts, termed gross misconduct, are so serious in themselves or have such serious consequences that they may call for dismissal without notice for a first offence. But a fair disciplinary process should always be followed, before dismissing for gross misconduct. Disciplinary rules should give examples of acts which the employer regards as acts of gross misconduct. These may vary according to the nature of the organisation and what it does, but might include things such as theft or fraud, physical violence, gross negligence or serious insubordination. Where an employee is persistently unable or unwilling to attend a disciplinary meeting without good cause the employer should make a decision on the evidence available. Provide employees with an opportunity to appeal Where an employee feels that disciplinary action taken against them is wrong or unjust they should appeal against the decision. Appeals should be heard without unreasonable delay and ideally at an agreed time and place. Employees should let employers know the grounds for their appeal in writing. The appeal should be dealt with impartially and wherever possible, by a manager who has not previously been involved in the case. Workers have a statutory right to be accompanied at appeal hearings. Employees should be informed in writing of the results of the appeal hearing as soon as possible.

Special cases where disciplinary action is being considered against an employee who is a trade union representative the normal disciplinary procedure should be followed. Depending on the circumstances, however, it is advisable to discuss the matter at an early stage with an official employed by the union, after obtaining the employees agreement. If an employee is charged with, or convicted of a criminal offence this is not normally in itself reason for disciplinary action. Consideration needs to be given to what effect the charge or conviction has on the employees suitability to do the job and their relationship with their employer, work colleagues and customers

Q5. Trace out the growth of Human Resource Management in India.

Development of Human Resources Expanding the supply of highly skilled and knowledge manpower to support the development of a knowledge based economy through the expansion of education and training. The education system will be reoriented to enable students to acquire a higher level of explicit knowledge as well as thinking and entrepreneurial skills. Increasing the accessibility to quality education and training to enhance income generation capabilities and quality of life. Accessibility to education will be increased through the construction of centralized schools in remote areas as well as provision of adequate facilities, infrastructure and trained teachers. Improving the quality of education and training delivery system to ensure that manpower supply is in line with technological change and market demand. The schools curriculum will be reviewed to generate creativity and independent learning among students as well as incorporate new aspects of knowledge and technology and more innovative teaching methods. Promoting lifelong learning to enhance employability and productivity of the labour force. Employers will be encouraged to promote lifelong learning through training and retraining to equip workers with new skills and knowledge. Optimizing the utilization of local labor. Efforts will be made to increase participation rate of women in the labour force by setting up facilities such as kindergartens and ensuring better access to training opportunities. Efforts will also be made to reduce dependence on foreign workers. Increasing the supply of S&T manpower. The capacity of S&T education and training programmes will be expanded and enrolment increased to achieve the 60:40 ratio of Science to Arts students in order to create a critical mass of S&T personnel. Accelerating the implementation of the Productivity-Linked Wage System (PLCS). Hence hrd has gained importance at present time.

Q6. Assume yourself as an HR Manager of a publishing house. You find that the morale of the employees is generally low. What steps would you take to improve employee morale?
The three stage approach to lift morale Stage 1 - Listen Get feedback and ideas. Stage 2 - Communicate with solutions to business issues and employee concerns. Stage 3 - Recognize business and employee accomplishments and successes. Stage 1: Listen to employees Relationships between the organization and employees are fractured following a period of upheaval. And this situation wont improve on its own. Companies must take a proactive approach, beginning with listening to employees and getting their concerns out into the open. Leaders must acknowledge employee issues and be motivated to make improvements. Of vital importance is publicizing that employee feedback is encouraged and necessary and that the organization values their ideas. Decide the messages behind the listening activities deployed, and use them consistently, for example: We know staff morale is low and want your help. We need to save money and are looking for ideas on how to best achieve that. We want to add to our top line and need your feedback on opportunities to look at.

Leaders should be visible, approachable and well-briefed, so that they can field employee questions. Interaction should be face-to-face whenever possible. Key messages should also be developed and be used as part of regular, ongoing communication activities. Managers need to believe in and support all listening activities. They should be briefed on the rationale and approach for these activities before they meet with employees, and asked for their ideas on how listening activities should be implemented. Leaders should be visible, approachable and well briefed, so they can field questions. Listening activities Employee survey - This can encompass routinely scheduled company surveys or those designed expressly to communicate change. Employee discussion/focus groups - Include as many employees as possible. Managers with the right people skills (listening, questioning, for example) can be trained to run these groups. Management discussion groups - Led by a facilitator, these sessions are designed specifically as management briefings. Managers are guided through a process that will enable them to run employee discussion groups and to get feedback on specific topics. (This approach works best with cost saving or similar topics, rather than morale and trust issues.) Stage 2: Communicate your solutions to business issues and employee concerns The next stage is communication. The listening activities should have created lots of ideas and feedback. In this stage, it's important to build a shared understanding of your companys future, including substantive solutions to business issues and progress being made. Build a shared understanding of your companys future, including solutions to business issues and progress being made. Who does what in stage 2? Company leaders focus on addressing concerns expressed by employees in the listening stage and briefing managers on issues. The purpose is to create a shared understanding of the challenges and solutions facing the organization. Managers undertake specific efforts to communicate these outputs. They must create opportunities for dialogue and discussion, which leads to higher levels of employee engagement. Managers should also assure employees that they can expect honest and timely information. They should show their willingness to discuss anything on employees minds and help employees feel comfortable asking questions and sharing solutions. Employee advisory work groups should be set up to address a number of challenges most critical to the organization. Because this program thrives on momentum, these groups should have clear objectives and a limited shelf life. Potential activities must be honed down to focus only on their most important issues. A kick-off meeting can define the teams scope, role and timescales. Work groups should also encourage leaders to communicate progress through all communication channels. Communication activities Public forums - Communication should take place in person through Town Hall and team meetings, site visits and brown bag lunches. Gossip is curtailed if managers become more transparent with performance data, such as sales figures and customer information. A highly visible and approachable leadership team shows that senior management cares about its workers. This alone serves to foster a more positive employee work environment. One-on-One dialogues - Discussions between managers and direct reports enhance personal communication and increase trust. Electronic media - Emails, web casts and other means of rapidly reaching out across boundaries should be employed to reinforce messages and speed the flow of information. Stage 3: Recognize business and employee accomplishments and successes Focusing on quick wins and success stories and recognizing employee accomplishments will help keep morale as high as possible. No one is immune from becoming despondent and unproductive when they work in a doom and gloom environment. Negativity is often exacerbated outside the workplace by personal issues and a constant onslaught of negative news stories. Focusing on quick wins and success stories and recognizing employee accomplishments will help keep morale as high as possible. Leaders and managers seek out successes and recognize and thank employees for their contributions to the company and/or team initiatives. Every effort should be made to point out quick wins, for example, a project deadline met, a new order placed, or success in a key objective. Recognition activities Formal initiatives - include established companywide recognition programs as well as rewards such as small bonuses and plaques.

Informal gestures - include such things as a warm "thank you" for a job well done, or a congratulatory email or handwritten note. Public recognition - includes acknowledging an employee or work groups contributions in a meeting with their peers, or in company publications. Being recognized publicly often has the added bonus of encouraging and motivating peers to strive for similar successes.