what is the role of HR?

Question

Role of HR to establish psychological contract in the company? How can HR contribute to them?

Answer 1

Where I work HR's function is to anger employees by misrepresenting policy, angering the employer by making it impossible to do normal business, and pumping up their own salaries while holding everyone else in the company down. A real popular bunch.

Answer 2

If you actually discover the answer to this question, you will have achieved something many employers and employees have yet to do. Human Resources... what a terribly poor description of People... Assets to a business or organisation... makes them sound like just another piece of equipment but of less value.

HR does not establish a psychological role... its an administrative role that must abide to strict guidelines, laws and rules. Often as not, beyond its administrative role, the contribution is considered negligible.

How could HR contribute to the company? Start by changing the name to.... The PEOPLE and organisations team. Then actually listen to the people and encourage them to contribute to the organisation, offering ways and incentives to benefit the organisation and the people... Then inform the bosses how the people are helping the business and suggest that the people are recognised for their contributions.. take a leaf from Honda in Japan... how they support their people.

And no, I'm not a left wing unionist... I'm a boss!

Answer 3

It has been defined as '…the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other'. Some obligations may be seen as 'promises' and others as 'expectations'. The important thing is that they are believed by the employee to be part of the relationship with the employer.

The psychological contract on the other hand looks at the reality of the situation as perceived by the parties, and may be more influential than the formal contract in affecting how employees behave from day to day. It is the psychological contract that effectively tells employees what they are required to do in order to meet their side of the bargain, and what they can expect from their job. It may not - indeed in general it will not - be strictly enforceable, though courts may be influenced by a view of the underlying relationship between employer and employee, for example in interpreting the common law duty to show mutual trust and confidence.

The extent to which employers adopt people management practices will influence the state of the psychological contract
the contract is based on employees' sense of fairness and trust and their belief that the employer is honouring the 'deal' between them
where the psychological contract is positive, increased employee commitment and satisfaction will have a positive impact on business performance.

The model of the psychological contact suggests that by adopting 'bundles' of HR practices employers are likely to improve business performance. Research into high performance working by Professor John Purcell and his colleagues underlines how this process can occur. Many employees have substantial discretion as to how to do their jobs: it is more likely that they will use their discretion positively if they feel that they are being fairly treated. Simply adopting positive HR polices is not enough: policies need to be translated into practice if they are to influence employees' behaviour. The way in which they are implemented by line managers is critical to the way in which employees respond.

Following are some of the key lessons that emerge from research into the psychological contract:

* Avoid redundancies whenever possible: redundancies lower morale.
* Re-state the organisation's values: employees don't trust the organisation.
* Train line managers in people management skills: employees are more likely to trust their line manager.
* Ensure managers commit to key messages: mixed messages will have a negative influence on employee attitudes.
* Inform and consult employees about proposed changes: they are more likely to see the outcome as fair.
* Take care to fulfil commitments you make to employees: managers say employees show more commitment to their employer than vice versa.
* Consider if you need to renegotiate what employees are entitled to expect: otherwise they may feel let down when circumstances change.
* Put more effort into managing change: employees believe change is badly managed.
* Give employees more responsibility: autonomy increases satisfaction.
* Use employee attitude surveys to get a clear idea of what is happening in the organisation: employees often do not share senior managers' views of reality.
* Don't use tight management and close supervision: this will reduce employee satisfaction.
* Use recruitment and appraisal processes to clarify the 'deal': employee expectations are influenced by a number of factors.
* If you can't keep a promise, explain why: failure is often punished by loss of trust.
* Trust employees to do a good job: most are highly motivated to do so and will respond to the trust you show in them.
* Don't rely on performance management systems to motivate employees: you need to engage hearts and minds.
* Be aware of changing expectations: for example, more employees now want to work for organisations that behave responsibly.
* Ensure consistency of treatment: perceived unfairness undermines trust.
* Hold team meetings and focus groups: two-way dialogue will help flag issues at an early stage.
* Review procedures for handing workplace conflict: mediation may offer a better outcome for both sides than an employment tribunal.
* Encourage the growth of ‘relational’ contracts: if you want employees to develop a long-term emotional attachment to the organisation.

Answer 4

Human Resources.
It actually means contributing to hiring of employees.
I guess if you are good at choosing people for the proper position, it would keep the hiring and firing count down, which would save them money.

Answer 5

In the place I work, they usually screw the workers by messing up their pay and not paying them for a long time.

They also post bad references to your file thus preventing you from applying for vacant [positions in the future.