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Essay / Research Paper Abstract
17 pages. What is the current state of communication and negotiation regarding employee relations? This paper undertakes a thorough look at employee communications and how to communicate in order to get the most out of a company's most important asset, the employee workforce. Times change and human resource departments learn new techniques as to what best motivates employees to keep a high level of interest in their jobs. Bibliography lists 15 sources.
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17 pages (~225 words per page)
File: D0_JAemprel.rtf
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communicate in order to get the most out of a companys most important asset, the employee workforce. Times change and human resource departments learn new techniques as to what
best motivates employees to keep a high level of interest in their jobs. The presumption has long been put forth that communication is causally related to organizational performance; however, within
the structural foundation of organizational culture, this particular element is often overlooked or not given the same attention as with other areas. Keeping this in mind, one would automatically
surmise that without effective communication, organizational performance would cease to exist; yet, it is also the ability of negotiation as well as that of the communicative role that determines how
effective communication is in relation to organizational performance. The argument has been made that more effective leaders can be selected or trained for better communication skills so that the
situation can be configured to provide for enhanced leader and organizational effectiveness. "...Organizational researchers...have invoked the concept of intravention to study the role played by managers in settling conflicts
and disputes. A key factor to consider here is the power a manager has over the disputants" (Viswesvaran et al, 1995, p. 249). TAPPING THE GREATEST RESOURCE Images
of Organization, by Gareth Morgan, emphasizes the ways organizations can further tap their greatest resource: the employee. In order for an organization to work efficiently, the manager should take
the responsibility of communicating and negotiating about planning and designing the work, while the workers are left with only the task of implementation. In this way the workers do
what they do best while the manager is there to do what he should be doing: leading the organization through effective communication and negotiation. By using specific methods to
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