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Essay / Research Paper Abstract
A 12 page paper discussing factors to consider in assembling an employee handbook. Well done, an employee handbook can serve the purposes of (1) listing for the employee exactly what is expected of him while in the employ of the organization; (2) satisfying legal requirements of making written statements of general policy and adherence to employment laws; and (3) giving the organization a legal advantage in any subsequent employment litigation efforts. A poorly-constructed one can work to the detriment of the organization. Bibliography lists 4 sources.
Page Count:
12 pages (~225 words per page)
File: CC6_KShrpol.doc
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Unformatted sample text from the term paper:
following the era when businesses realized how valuable customers really are, that his airline does not seek first to please the customer, but rather does everything in its power to
ensure that the employees are delighted with their jobs. He says that superlative customer service is possible only when employees are happy and well-treated.
The Chubb Group of Insurance Companies holds the same view. The company had lost money years back along with the rest of the property and casualty insurance
business, and it sought to protect itself from a repeat of the situation in the future. It targeted upper-end management personnel; in 1993 it counted "over half of the
Fortune 500 and Service 500 CEOs among its policyholders" (Fefer and Welsh, 1993; p. 80). The company identified problem areas, sought to avoid them, and sought to solidify its
position in areas of greater profitability. It did so through a combination of corporate introspection and superior service, that of a level that its desired clientele would expect.
The company already had applied the same type of corporate introspection and creativity to its internal problem of employee turnover. While in the
process of determining the most potentially profitable group for their marketing focus, Chubb management became aware that the company=s turnover and absenteeism rates were higher than the established norms for
the type of work performed by their employees. Concerned not only with the cost of replacing employees but also with the potentially adverse image that such turnover could present
to the clientele that Chubb was even then targeting, it began studying the reasons for its too-high turnover and absenteeism rates. The process was the same that used in
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