Employee Discipline
Motivation enhances the performance and productivity of every employee, leading firms to identify following strategies to instill discipline, which offer a more positive and more acceptable manner of addressing these cases in the organization. Companies that adapt to the positive discipline strategy choose non-punitive means such as informal conversations to treat matters of absenteeism and poor work attitudes.
Consider firms such as General Electric, which needed to transform operations to increase earnings in a turbulent business environment. The firm was compelled to improve employee morale by enforcing harsh warnings and reminders to foster compliance. Over the short term, the firm witnessed a drastic reduction in tardiness and dramatic increase n results-oriented behavior for better performance (Eckes, 2002).
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This was just one part of a multi-dimensional approach to revolutionizing production. Other firms have adopted strict but incentivized criteria to ensuring that employees synchronize their efforts with those of the firm and in this way steered their firms forward. Further, the traditional punitive approach to workforce discipline is regarded as highly adversarial and earns supervisors poor reputations among peers because once enforced; it leads to non-corrective consequences that overlook the cultural aspects of a firm in place of policies structured to oppress staff members. Instead, appealing to the good faith within each worker is considered the most critical contribution of non-punitive punishment.
Performance Management
Performance management is only regarded as valid if a planning and monitoring mechanism is set in place. The structure helps organizations focus on development and improvement, periodic evaluation of performance for benchmarking and extrapolation of past successes to contribute to future success. Strategic management is a crucial component in establishing rewards and compensation for optimized performance and further planning, that takes a modification approach (Ferreira & Otley, 2009).
Firms that have made the initiative to enforce the elements of performance management have been found to enjoy more success as they are more aware of the internal and external business environment factors that trigger unanticipated change. Strong quantitative and qualitative skills are required by leadership and management personnel to nurture performance management, and overall productivity and results depend on the goals that management sets during the strategic process. These critical success factors enable firms producing homogeneous products to outperform counterparts in today’s world.
Employee and Labor Relations
Three acts central to labor relations laid the foundation for modern-day labor relations: the Wagner Act of 1935, Taft – Hartley Act and Landrum –Griffin Act of 1947 and 1959 respectively. They jointly supported better terms of reference for workers and reduced the number of labor disputes regarding joint bargaining and working conditions. The relationships between labor and management have historically strained due to the presence of unions which influence the rate of strikes on a wage increase and recognition. The most important factor to consider in management is the physical ability to balance the demands of the workforce relative to those of control for sustained long-term success. Coercion to unions is inappropriate to the same level as hindering staff members from joining unions. Firms must modify working conditions to manage employees who come from diverse backgrounds seeking concerted activities (Cox, 1951).
References
Cox, A. (1951). The Right to Engage in Concerted Activities. Indiana Law Journal , 26 (3), 1.
Eckes, G. (2002). The Six Sigma revolution: How General Electric and others turned process into profits . John Wiley & Sons.
Ferreira, A., & Otley, D. (2009). The design and use of performance management systems: An extended framework for analysis. Management accounting research , 20 (4), 263-282.
