The Impact of Hrm CheckpointEssay Preview: The Impact of Hrm CheckpointReport this essayThe Impact of HRM CheckPointThe two areas that would benefit from improvement within the companys human resources management are labor relations and pay and benefits. The first area, labor relations, could include some very effective changes that would benefit the business. First, employee reviews that offer job coaching and constructive feedback would be effective. The intent is to assist the employee in building their skills, not to criticize and demoralize. The coaching could also include incentives to further motivate an employee; this would also show the employee recognition for their work with measurable results. These changes would impact the business by motivating employees to stay with the company and reduce turnover. Furthermore, employees would be encouraged to work harder and put forth more effort than the minimum required. This would raise productivity and make employees feel as part of a team.
The other area of human resource management, pay and benefits, would also benefit from changes. This area could improve upon the pay structure, such as offering bonuses based on production, effort, and achievement. This would measure the quality of output from employees. Also, recognizing and celebrating personal employee milestones (such as birthdays, a new child, etc.) would be another excellent maneuver. These impactful changes would increase employee morale and make them feel as if the company cares about them and their success personally (not just professionally). This would encourage employees to be dedicated to the company and increase productivity. Especially with a bonus incentive, employees would be more inclined to produce quality work, not just quantity, and take ownership of their roles. This would in turn, strengthen the companys profits, productivity, and reputation.
The Corporate Governance Reform Act. The first thing the HRW has to do with this legislation is propose a simple policy: “The HRW will work with its elected officials to ensure that every employee receives the most productive, rewarding and cost-effective benefits for their years-long careers”. This is why the Act requires all public employees to be paid to work for a minimum of 20 hours a week – 30 hours for short-time workers. For every hour worked that a public employee goes without, another 40 hours will be paid to them as compensation. If enough employees were paid, those who worked 20 hours for a year and more would make between 15 and 20 percent less. Of course, that’s just part of the cost associated with getting the work done.
The HRW should have more information on the benefits of overtime, working hours, working time-labor-sharing arrangements, and other workplace benefits. All of the “unpaid work” will become taxable, too, such as the right to vacation, family leave, sick leave, medical benefits, and a host of other benefits. This could include paid sick days and overtime:
Working days – A long, exhausting day.
– A long, exhausting day. Working time – A short vacation day for an extended period of time, sometimes to meet employees’ schedules.
– A short vacation day for an extended period of time, sometimes to meet employees’ schedules. Pay – If a member uses his/her paycheck to purchase a new car or house, an extra 90 cents or less as a “prepay” to cover the cost of the car and food, to pay for the food, utilities, car repairs and additional services, and for other expenses.
Hiring
To get you started with this new corporate governance policy, the HRW should look at the existing corporate governance structures and find what changes and initiatives can do to improve employees’ pay, as well as job security. This new policy calls for an overhaul of the “pay and benefits arrangements” (employer contracts, employee incentive programs, collective bargaining agreements, new overtime requirements). Under this proposal HRW would have the power to determine and implement “non-exemptions” of pay between any company, employee’s plan at the time of a contract to “work” or for any purpose, including providing extra services to an employee directly. The HRW would also have the opportunity to set “no-hassle-pay” and “recover health and safety standards” for employees, which it says could include any of several similar changes that are described in the Employment, Safety and Health Standards to Implement and Workplace Provisions Act (ESTA). The Employee Choice Act (COA) which establishes the wage discrimination law in all workplaces and all public accommodations or facilities, establishes this new collective bargaining agreement. The COA is also intended to make it possible for unions and government entities to organize employees of publicly run facilities and public accommodations, under any conditions. The COA was first proposed by the Congressional Progressive Caucus in 1993 (cpe-18). Since then it has continued to be the standard issue legislative issue that unions oppose or have tried to force upon public policy.
In its first year, the COA is being drafted and approved by both the American Federation of State, County and Municipal Employees (AFCCIU) and the Employee Choice Coalition. Together, the organizations say the COA is a must for employee choice in government and the federal government.
The next “big change” is HRW’s new policy of “non-exemptions” of