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Example research essay topic: Human Resources Emotional State - 1,566 words

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... that in an auto dealer business, each person is highly regarded because he does a job that is so specific to him alone, especially those in the repair and maintenance and the Citroen Auto Dealer cannot tolerate absenteeism as an impossible to treat problem. I knew that an absent employee is like missing a cog in a wheel. The work flow, be it in the office or on the production line, is severely disrupted when missing an employee or two. For example, the assistant of the HRD, when gone for even just a day or two, can seriously jeopardize the managers itinerary.

Sure replacements can be sought, but the time and financial cost spent on a substitute can never be recovered. The expertise of a veteran employee is valued more than the enthusiasm of substitute apprentice. This is not only true in an auto dealers office but also in factories and other places of work as well. Plagued by chronic absenteeism, work output in these areas plummets to a new low.

The declining productivity of the construction industry in U. S. during the 1980 s was mostly caused by rampant absenteeism. An absenteeism rate as high as of 20 % coupled with a higher turnover rate was documented in this case. A sound management intervention must be formulated to mitigate or eliminate absenteeism in the workplace. But in doing so, one must first identify the underlying causes of absenteeism.

Hence the question: What causes absenteeism in this particular company? For argument sake, the manager showed us that he can divide the reasons into two broad categories, the controllable and the uncontrollable. It is uncontrollable, in the sense, that it is extrinsic to the working environment. Case in point is an unexpected outbreak of a disease or a death in the family. No management policies can prevent or foresee its occurrence. The second category, on the other hand, involves the work environment and the relationships intertwined with it.

It is controllable, rightly so, because with proper intervention, the management can address the issues at hand and apply changes. An unsafe and stressful working condition, excessive reworks, poor management, low wages, were the usual reasons cited by employees as to why they skip work. Some reasonable and some are not but unless the company does not take these into consideration, no real change can be implemented within this workplace. That input from the speaker, which the company invited to talk, was an enlightening one for me. After an employee returns to work, in cases of absences, a return-to-work interview should be conducted.

This will demonstrate the management concern of their employees welfare and make the employee realize that their absence was noted. The interview could also present itself as an opportunity to bring up any problems and concerns that may have contribute to their absence. It is an excellent idea to record or document the number days of absence and reasons in form. This information can help monitor employee status and can identify potential complication in the future. It can assist human resources officer make sound personnel decision on hard evidences rather than on hunches or gossips within the workplace. Intervention addressing job dissatisfaction can also help resolve the problem of absenteeism.

Stressful relationships with fellow employees or a superior, which is uncommon in the workplace, should be address by the management. Internal conflict resolution procedures should be promoted and policies promoting professionalism and employee respect should be adopted. Healthy interpersonal relationship within the office lifts the morale of the company and improves the efficiency of the employees. Incentives provide employees sufficient motivation to refrain from constant absences.

The type of incentive schemes implemented is the companies prerogative. It could range from cashing-in unused sick days per quarter or to rewarding in kind or in cash perfect monthly or annual attendance. Varied as the choices maybe, the point of provided incentives is to motivate employee against unnecessary absences. Fifth Week When workers feel happy and excited, they have far more energy at their disposal than people who are depressed or disinterested.

Emotional problems and various stresses influence performance of a person at work, home or anywhere that a person goes or stays. Although emotions and stress are things of the mind, it radiates to the body and affects ones behavior and physical performance. The most clearly and immediately manifested result on emotionally affected workers is their productivity, both in quantity and in quality. I saw for myself how the workforce in this company are comprised of people who felt confident, secure, and passionate about their work. They are more likely to envision new possibilities, generate creative solutions, and make wise decisions. Thus, emotions affect peoples intellectual functioning and their willingness to share their knowledge and expertise with others.

The connection between emotional state and customer service is obvious. If service workers are angry, demoralized, or just plain disinterested, no amount of training will offset the service climate their emotional state creates. Emotions also affect how fast and flexible people are in their responses in dealing with the various challenges in their work requirements and in ensuring career success. It is not only the employee but the company he is working with which will suffer when emotions do not only interfere but totally define an employees performance.

In the end, I learned that employee emotions clearly influence an organizations ability to attract new and retain effective employees. The happier employees are, the more likely they will want to stay. It gives the company an image of being a fun place to work, a place where employees are treated well, and an organization that inspires pride and passion. Sixth Week The manager managed to make us do some administrative work in the personnel department. He proudly told me how he responds to problems immediately especially with regards to employees concerns.

He would often interject time in talking to me about how he resorted to coaching when the organizational obstacles to performance were eliminated. Coaching is a face-to-face process used to analyze and improve performance. Effective performance coaching, according to him involves the following steps: -The manager must accurately identify and describe in detail the performance discrepancy observed. -The manager must help the employee understand why the discrepancy is of concern. This should include a discussion of the negative consequences of the performance discrepancy. -The manager and the employee must agree that the performance discrepancy exists. Mutual problem solving is dependent on the employee acknowledging the existence of the performance discrepancy. -The manager and employee together should identify and discuss alternative solutions. -The manager and employee must mutually agree on the action to be taken.

The manager must gain the employees commitment to the plan. -A follow-up should be scheduled to evaluate the outcome of the action taken. -The manager must recognize any improvement that occurs. Seventh Week During my last week, after getting to know most of the employees at the company, I learned more about what the company does in terms of their personnel retention, despite the often absenteeism that occurs. Seasoned employees are an asset to any organization. They represent a significant investment in financial resources, time, effort and often management enthusiasm. I learned that management views turnover as beneficial to the company. Departure of a poor performer is functional.

An experienced manager knows that in many cases, turnover is not controllable. Satisfied employees often leave for reasons unrelated to their employment situation. Family responsibility is a common reason for young professional women to leave a satisfying position. But I think more than all these, I saw for myself how this company regarding each team as fully responsible for the success of the team and the company. Failure at this level of magnitude means that everyone was responsible. We are our brothers keeper, whether we like it or not.

Rather than blame which produces all kinds of destructive behavior why not problem-solve? Why not shift the paradigm? I often heard this phrase in the HR department. I guess it meant that we can only do so in an environment that permits and even rewards risk taking, innovation and creative solutions to problems. When a mistake is made, the team surrounds the person who made it, supports him or her, and looks for ways to avoid similar mistakes in the future. I observed that at Citroen Auto Dealer, they regarded full responsibility as an obligation to each other take care of, support, and to watch out for one another's best interests.

I learned that we cannot be fully empowered until we are willing to be fully responsible to break through our self-imposed assumptions about how work is supposed to get done and take on all aspects of the job and the companys success. This means there is moral authority in our work relationships. It means learning to count on and be honest and forthright with each other. It means coaching and counseling one another, providing backup, and even moving to predictive maintenance of our work relationships anticipating what might happen and putting preventive measures in place to avoid accidents and misunderstandings. WORKS CITED Award Incentive Group. Case Study: Attendance Incentive Program Retrieved 25 Sept. 2006 from: web Code, Ida. , Leading the Workplace Within.

Management and Human Resources. 2005. Retrieved 25 Sept. 2006 from: web Dictionary. Laborlawtalk. com. (no date). Organizational Performance. Retrieved 25 Sept. 2006 from: web


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Research essay sample on Human Resources Emotional State

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