How to make the bad news less bad and the good news great
Article Abstract:
Understanding and applying the concept of expectations can enable managers to handle human relations more effectively. Several examples illustrating effective management of employee expectations are presented. Managing expectations requires planning ahead and keeping in mind that employees may react favorably only to events that match or exceed their expectations. When announcement or award will fall short of expectations, either the content of the announcement should be improved to match expectations, or expectations should be lowered to meet the level of the announcement. Preparing employees for bad news requires time and sensitive handling. Expectations among employees are created by what managers say and do; if there is incongruence between management's words and actions, employees will believe the actions.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1988
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Internal contracts: a new path to flexibility
Article Abstract:
Internal agreements about interdepartmental personnel use may be structured as written contracts. The contracts should specify: the client and contractor; business justification; jobs, products, or services to be rendered; schedules; standards; performance criteria; anticipated events, activities, or circumstances on which the contract depends; assumptions and expectations; resources required; reporting or accountability procedures; and signatures. The purpose of such contracts is to formally acknowledge unusual working relationships and augment organizational flexibility. Among the results to be expected are: improved job performance and resource management; better quality control and productivity; and improved working relationships.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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Back in the headlines
Article Abstract:
Handling the press during labor disputes can be accomplished skillfully by a personnel manager after a strategy has been developed. The company's position should be stated clearly to employees and customers without jeopardizing the chances for a speedy return to work. One individual should be briefed on details during a conflict situation and be the only spokesperson to the press. Statements by the spokesperson should be factual, without ambiguous, or inflammatory content. All statements read over the telephone should be repeated word for word by the interviewer to ensure accuracy.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1988
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