HR801 Lesson 14 The Effect Of Participative Leadership Style

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Read each students response to the initial questions and write a response to each (250-words each).

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Everyday Lives (EL) is experiencing similar issues to what my company also deals with. We both are not for profits, that receive the majority of their funding through the states Medicaid system, and we provide the same services EL does and then some. It is a common discussion, like EL is having in how to improve the lives of their employees to help retain them. Historically, no matter the employment environment evening shift is the hardest shift to staff. For individuals with children, the 4:00pm – midnight shift falls within the awake hours of children. Parents, especially single parents struggle with work-life relationships (Griffin, p.158). They end up losing the balance when they are trying to provide for their family and feel like they are being a parent. Coupled with the mandatory overtime do to staffing issues, employees can feel like they are more susceptible to burnout, (Griffin, p.154) because of the poor work life balance, missing hours and the consequences of missing hours at another facility, and the poor wages. These are all factors that can affect an employee’s self-esteem. Griffin tells us that an employee’s self-esteem directly relates to their job performance. If our staff feels like they are unable to provide and unable to have time with their families this could cause them to have a lower performance at work, (Griffin p.98). If explored further, absenteeism could be the root of the mandatory overtime. Absenteeism and stress are two major dysfunctional behaviors our text tells us to minimalize, (Griffin, p27). The first area to look at in improving is wages. First you need to look at if departments are overstaffed and next see other departments have the potential to increase income that can help raise wages. Currently, the Supported Employment Department has almost a four to one ratio. In the reading it is not saying these individuals are working side by side with the Intellectually Disabled (ID) individuals but developing contracts. So a four to one ratio seems high. In order to increase the income to be able to raise the wages I would look at developing the program were the staff go to the individual’s homes to provide assistance. This program would have the least amount of overhead and be able to generate more income. Also, I would look at instituting shift differentials in the residential homes. Shift differentials can be an incentive for staff to work the less desired shifts and for the to show up for shifts. With the frequency and stress of the homes going through inspections, I would think of ways for the managers to help develop a team like atmosphere amount their houses to help if need be when there is an inspection. Also, I would look at cross training the DSPs to be able to work in different homes. Compressed Schedules,, (Griffin, p 218) and Extended Work Schedules, (p.219) could be utilized also to help individuals achieve their fulltime hours in a shorter period of time or work an extended shift, like a power weekend that gives them more time during the week off. Another avenue to help with the mandatory overtime is to help develop a pool of per diem employees that could be called upon to staff shifts that the managers can not fill or for a call off. This would allow a manager a larger pool of individuals to call in these situational. Also, the Human Resources Department can develop a list for the managers of these pool individuals and their preferred shift to work. In addition, they can set up a network of current employees that are trained to work in the homes and are interested in overtime when it occurs. This could prevent the need to mandate someone to work when a shift needs filling and limit the number of individuals receiving write ups because they were unable to fill a mandatory shift, possibly do to child care because of the number of single parents that work for the company. With looking to increase the desire to work the evening shift, examining company practices in order to be able to pass profits onto staff in the way of a shift differential and increased wages, and exploring avenues to limit mandatory overtime, EL will take to see a decrease in their turnover and if address effectively they could also see an increase in job satisfaction and job motivation which would further help decrease employee turnover. Griffin, R. W., Phillips, J. M., Gully, S. M. (20160106). Organizational Behavior: Managing People and Organizations, 12th Edition [VitalSource Bookshelf version]. Retrieved from vbk://9781305856264 High turnover of direct support professionals (DSPs) has long been a part of community residential services, and companies like Everyday Life (EL), dedicated to providing assisted living to people with intellectual disability, has done little to solve the problem. According to Gully et al., (2017), “Companies that change appropriately can continue as a viable business. However, those that do not make the right changes lose their ability to compete, cease to exist by going out of business, or get gobbled up by a more successful organization” (p. 554). The main problem that I see with the high turnover rate at EL is the low salaries that direct support professionals are receiving. The fact that seventy-four percent of DSP’s at EL are forced to have a second job to make a living is discouraging. Furthermore, the statics of the exit interviews demonstrate that people at EL are unhappy with wages and unmotivated to work. It is clear that the “pressure for a change” is inevitable. Therefore, EL must provide better wages in order to raise employees’ morale, increase engagement, and discourage its talent from leaving the organization, or from having a second job (Gully et al., 2017, p. 554). Another issue to tackle to lower the turnover rate is to offer workers more flexibility on their schedule. Two main aspects make evident the need for more work balance. First, there is a high number of employees that dislike their working hours. Second, almost half of DSP’s at the firm are single parents. As Gully et al., (2017) mentions, “some people may feel so powerless and constrained by the job schedules that they grow resentful and frustrated” (p. 218). Therefore, EL needs to implement a reward system that includes a combination of cash rewards, (better salaries, and monetary incentives for those who work a night shift), and non-monetary rewards that have a more significant impact on motivating employees. For instance, several flexible work arrangements can be implemented in the organization, such as; “variable work schedule and extended work schedule” (Gully et al., 2017, p. 218, 219). The final issue with the high turnover rate is the involuntary turnover. I believe it is unfair what EL is doing, to discipline employees who refuse to work overtime when another employee calls in sick and there is no one available to cover a shift. In my opinion, in order to lower the turnover of evening shift employees, the company needs to start by recruiting the right candidates with the experience for the night shift position. Also, as I mentioned before, to provide a monetary incentive for night shifts employees would be an excellent strategy to implement. Furthermore, to provide the night shift employees with the opportunity to work a day shift every two or three weeks is another option to help balance their working routine. Resources: Griffin, Ricky W., Jean M. Phillips, and Stanley M. Gully. Organizational Behavior: Managing People and Organizations. 12th ed. Boston, MA: Cengage Learning, 2017. ...
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Klosevin
School: Cornell University

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Great post! Everyday Lives (EL) is a company that has issues that are common with
many other modern companies. In my previous place of work, issues such as overtime, employee
retention, and work-life balance were commonly discussed among the employees. It is important
for any company in the modern era to consider the employees as valuable assets and treat them
as such. Currently, the shift from a manager centered approach to an employee-centric approach
is emphasized.
One primary issue that can be solved to maximize employee welfare is addressing the
wage gap (Shulman, 1982)....

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