Human Resource Management Plan

(General Plan for Earning Employee Commitment)

I. Introduction

Employee commitment is an employee’s identification with an agreement to pursue the

company’s mission. Committed employees act more like owners than employees.

In today’s organizations, the idea is to get employees to use their brains and initiative and
creativity as if they owned the company, and not just when their supervisor is around. Several
companies use this commitment-building approach with success.

II. Rationale

Human Resource Managers must find, recruit, train, nurture, and retain the best people.
Without the proper personnel, the brightest idea or management trend is doomed to failure. In
addition, when employees don’t feel valued, usually they are not willing to give their best to the
company, being absents and often leave to find a more supportive work environment. For these
reasons, it is important that human resource management plan must be prepared and utilized.

III. Justification

The Human Resource Departments and Managers have to achieve the three primary
goals: attracting, developing, and maintaining an effective workforce.

The first goal is to attract an effective workforce through human resource planning,
recruiting and employee selection.

The second is to develop an effective workforce. New comers are introduced to the
organization and to their jobs through orientation and training programs. Moreover, employees
are evaluated through performance appraisal programs.

The third goal is to maintain an effective workforce. Human Resource Managers retain
employees with wage and salary systems, benefits packages, and termination procedures. In
addition, Human Resource Managers have to earn employee commitment.

IV. Problems Definition

There are often excessive absences of employees. There are also Inside Games such as
sick-outs. It is noted that there is no employee commitment.

V. Objectives

1|Page
 1. To build employee commitment
2. To reduce excessive absences
3. To eradicate Inside Games
4. To operate with an effective workforce

VI. Building Employee Commitment

Important commitment-building HR practices in firms like include:-

(1) Establish people-first value

Managers in firms like these commit to the idea that their employees are their most
important assets and must be trusted, treated with respect, and encouraged to grow and
reach their full potential.

(2) Guarantee fair treatment

There must be comprehensive grievance procedures that help to ensure fair treatment of
all employees. There should have “Hotline” that give employees a 24-hour channel for bringing
questions or problems to management attention.

(3) Use value-based hiring

The company can use tests, interviews, and background checks to screen out managers
who don’t share the company’s social goals.

(4) Encourage employees to actualize

Many of firms engage in practices that aim to ensure all employees have an opportunity
to use all their skills and gifts at work and become all they can be.

VII. Reducing Excessive Absences

The best way to handle the excessive absences is to develop a work environment in
which grievances don’t occur in the first place. There is needed ability to recognize, diagnose,
and correct the causes of potential employee dissatisfaction (such as unfair appraisals,
inequitable wages, or poor communications) before they become grievances.

The managers are on the firing line and must steer a course between treating employees
fairly and maintaining management’s rights and prerogatives.

A list of do’s and don’ts include:

Do

(1) Investigate and handle each case.

2|Page
 (2) Talk with the employee about his or her absence give the person a full hearing.
(3) Visit the employee’s work area and, if possible, home.
(4) Determine whether there were any witnesses about absence.
(5) Examine the employee’s personnel record.
(6) Fully examine prior absence records.
(7) Hold discussions privately.
(8) Fully inform the supervisor of absence matter.

Don’t

(1) Make arrangements with individual employees that are inconsistent with the labor
agreement.
(2) Hold back the remedy if the company is wrong.
(3) Settle case based on what is “fair”. Instead, stick to the labour agreement.
(4) Bargain over items not covered by the contract.
(5) Agree to informal amendments in the contract.

VIII. Eradicating Inside Games

Inside Games are union efforts impede or to disrupt production – for example, by slowing
the work pace, refusing to work overtime, filling mass charges with government agencies,
refusing to do work without receiving detailed instructions from supervisors, and engaging in
other disruptive activities such as sick-outs.

To prevent employees from doing this, the contract agreement can be used. The actual
contract agreement may be a 20- or 30-page document; or it may be even longer. It may contain
just general declarations of policy or detailed rules and procedures. The main sections of a
typical contract cover subjects such as these:
(1) management rights,
(2) union security and automatic payroll dues deduction,
(3) grievance procedures.
(4) arbitration of grievance
(5) displinary procedure
(6) compensation rates
(7) hours of work and overtime
(8) benefit: vacations, holidays, insurance, pensions
(9) health and safety provisions
(10) employee security seniority provisions
(11) contract expiration date

IX. Operating with an effective workforce

3|Page
 For all managers, human skills are becoming increasingly important. The communicating
effectively, retaining talented employees, and motivating workers are likely to be essential
management skills.

Today’s best manager gives up their command-and-control mindset to embrace

ambiguity and create organizations that are fast, flexible, adaptable and relationship-oriented.
Leadership is dispersed throughout the organization, and managers empower others to gain the
benefit of their ideas and creativity.

Rather than a single-minded focus on profits, today’s managers must recognize the
critical importance of staying connected to employees and customers.

Team-building skills are crucial for today’s managers. Instead of managing a department
of employees, many managers act as team leaders of ever-shifting, temporary projects.

Success in the workplace depends on the strength and quality of collaborative

relationships. Partnerships within and outside the organization are recognized as the key to a
winning organization.

An important management challenge is to build a learning organization by creating an

organizational climate that values experimentation and risk taking, applies current technology,
tolerates mistakes and failure, rewards nontraditional thinking and the sharing of knowledge.
Everyone in the organization participates in identifying and solving problems, enabling the
organization to continuously experiment, improve, and increase its capability. The role of
managers is not to make decisions, but to create learning capability, where everyone is free to
experiment and learn what works best.

X. Suggestions

It is suggested by the plan as follows:

 To be held daily meetings for each specific working group.

 To be held weekly meetings for each department.
 To be held monthly meetings for the company as a whole.
 To create durbar in which employees can make wishing their desires, wants and needs
monthly.
 To set up ‘Hot Line’ for employee relations.
 To be update the contract agreement with all employees as the negotiations by the
management.
 To do counseling with employees.
 To be maintaining the morale of the remaining employees.
 To facilitate employees’ career progress.
 To provide orientation or socialization programs.

4|Page
XI. Limitation

This plan is much generalized although objectivity. Each suggestion made by the plan
necessarily need to draw specific plan respectively. And the plan cannot cover the quantitative
measures for HRM and HRD.

X. Conclusions

In conclusions, the company must create the committed, competent, and customer-
oriented workforce. It is necessarily needed to build employee commitment with career-oriented
performance appraisal procedures, extensive trainings, development opportunities, profit sharing,
result-oriented appraisals and employment security. Flexibility plays an essential role.

Submitted by-

Aung Myo Paing

Applicant for HR Assistant

REFERENCES

1. Daft, Richard L., “Management”, 6th Edition, South-Western, Thomson Learning, USA,
2002.
2. Gary Dessler, “Human Resource Management”, 9th Edition, Pearson Education, Inc.,
USA, 2003.

5|Page