Human resource management is a strategic approach to managing employment relation which

emphasizes that leveraging people capabilities is critical to gain sustainable competitive

advantage, this being achieved via a distinctive set of integrated employment policies, programs
and practices (Bratton J and Gold J, 2003). The actual capital of the organization is the human
abilities to utilize the human being as a capital. Each organization has too much cash to commence
the business but have not professional bodies to use them at the right pace and at the right time.
And HR is strategic partner of the business which runs with the business and takes the business
towards the success (iftikar M).

The global and competitive market environment has led to new challengers for the individuals and
organization. Without having a well trained and well prepared labor force, businesses drop the
ability to compete with national and international rivals, resulting in decreased economic success
(Tomaka, 2001). For the last ten years, the workplace in the organization has a lot of issues, like
increased international and national competition, fast technologies and scientific changes,
workforce demography, wider utilization of information technologies etc (Ferner and Hyman,
1992). Humane resource managers should understand all kinds of these issues and should develop
suitable strategies in order to help their organization. Humane resource management is vital for
the organization to achieve its goals and success (Pfeffer, 1994 Jackson and Schuler 2000, Barney,
1991). According to Tokesky and Kornides (1994), to show the importance of HR department to
the employees, managers should try to show the relation between human resource management
and organizational success.

In turn, HRM is increasing used to recognize the importance of employees as corporate assets.
Employees must have, therefore, a wide variety of technical and interpersonal workplace skills
and competencies that allow them to work with advanced technologies and function optimally in
today’s high performing organizations (Combs et al., 2006; Fernandez, 2001). The skills,
knowledge and the experience of the employees are economic values for the organization
because the employees enable the organization adaptable and productive. The organizations that
run their HR department successfully have higher level of productivity, higher market value,
higher profitability and meeting the needs of their shareholders, investors, customers, employees
and at the end the needs of the society (Schuler and Jackson, 1996).

CEOs and managers need to analysis their human resource strategies and practices if they hope
to create and retain a viable workforce. In the manufacturing sector, Lam and White (1998)
present strong evidence that a combination of extensive training and development programs,
above-average compensation and benefits, and effective recruitment practices positively
influence corporate performance. Huselid (1995) demonstrated convincingly too that human
resource management practices known as high-performance workplace practices (HPWP) (e.g.
training, incentive compensation, selectivity all of which are performance enhancing) are linked
to greater productivity and financial performance. Combs et al. (2006) found a positive
correlation between HPWP and both operational (e.g. retention and productivity) and financial
(e.g. accounting or marketing returns) performance.

Role of HR department
During the 1990, the HR functions were performed by the line managers in the large
organization. They were responsible for supporting daily people management and act as strategic
business partners range from advisors to line managers. In the organization, the line managers
are the main bodies who implement the HR strategies and policies and put it into reality.

Now recently, there almost in all the big organization, there is a separate department named HR
department that performs HR functions.

This department performs a lot of functions like selection of new employees, their training and
learning programs, a system of rewarding them, a system for leaves, retention policies etc

HR management practices and system have been linked to the increased productivity, higher
quality work, higher level of profitability, and organizational competitiveness (Cascio, 1992;
Schulr and Jackson 1996). Here the competitiveness mean in the global economy is, to take high
advantageous position in the changing market environment (Pfeffer, 1994). For this linked to be
accomplished between the human resource management and organizational success, the role of
HR department should be strategic instead of operational, aligning the HR practices and
functions with the strategic needs of the organization (Pickles et al.,1999). According to the
Brewster, (1995), the mixing of HRM with business strategy is very rare and vital even among
the large organizations. In many organizations, they have problems in transforming the HRM
into strategic functions. They focus on the administrative and clerical tasks leaving the HRM
department. In the end, their managers fail to make changes through the employees in the
organization (Down et al. (1997).

According to SHRM-BNA Survey No. 60: the activities of HR department are listed below

• Employment and recruiting;

• Training and development;

• Compensation;

• Benefits;

• Employee services;

• Employee and community relations;

• Personnel records;

• Health and safety;

• Strategic planning.

HR function is a support part of the whole business management process and can not be cut off
regarded (Personnel Standards Lead Body, 1993), the overall role of it is to conduct effective
people management in employment and development, and organize the relationship between
management and the workforce in order to make the best use of its workforce to achieve
organizational goals and benefit.

HR functions have a variety of policies and activities, and vary from different level of an
organization and from one organization to another (Hope-Hailey et al, 1998; Sisson, 1995;
Tyson, 1987).

Who perform HR role?

Role of line managers
Line managers put HR policies into reality (Nicola, eds; Hutchinson and Wood, 1995; Hall and
Torrington, 1998; Hutchinson and Purcell, 2003; Renwick, 2003). HR managers initiate HR
policies and practices, but it is the line managers that implement them because of their “direct
accountability” over the utilized human resources at workplace (Nicola, eds). Purcell et al (2003)
pointed that line managers own the “largest amount of discretion” in the ways of execute policies
and lead and control over issues during the process.

The factors affecting the role of line managers are their reluctance to carry out assigned HR tasks
(Purcell, 2003), and their ability to do the tasks (Hirsh et al, 2001; Hamel, 1994). As
acknowledged by Hamel (1994) that it is difficulty for line managers to identify the relevant
skills of people who comes from other departments, as well as negotiating transfer’s issues. This
requires the training of line managers’ skills in people oriented activities, such as interviewing,
coaching, providing feedback, and identifying learning and development needs. Besides, line
managers should be given enough guidance from HR managers on the way to achieve success.

Motivation
One of the vital function of HR department is motivation and it is taken to mean as a state arising
in processes that are internal and external to the individual, in which the person perceives that it
is appropriate to pursue a certain of action directed at achieving specific outcomes and in which
the person choose to pursue those outcomes with a degree of vigor and persistence (Rollison
D.2006).

The employee motivation is the willingness of employees achieve core corporation goals with
high level employee job satisfaction also fulfill individual needs and want as well (Robbins,
1998). This is very crucial for any organization that its employee have been motivated, because
if employee motivation level is at strong position than they can make good performance to get
organizational goals.

In 2000, Hendry said that in the past decades, employee motivation is very deficient area,
therefore it is the responsibility of managers to take solid and effective steps to building
motivation level of employees. On the other hand in 1994, Lawler stated that if your labour is
less motivated than there would be high labour cost, less productivity, poor performance and also
affect other working environment of organization. Therefore it is necessary for an employee to
be motivated at his workplace.

In 2000, Thomas said that if your employees are committed and motivated with organizational
vision/mission statement then it is easy for management to tackle its competitors through this
competitive edge. When employees are motivated intrinsically and extrinsically their job
performance defiantly improves and corporation goals will be achieved efficiently and
effectively with in short time period. Therefore these days’ modern organization’ policies and
procedures are mostly focuses on employee’s motivation area in HR. Because highly motivated
and skillful employees are the core competitive advantage of any organization.

Actually employee’s best performance rewards and job appraisal are performing fundamental
role in job satisfaction and motivation on the workplace. Therefore it is vary from employee to
employee and corporation to corporation. But this is very magnetic tool for HR to build
efficiency and effectiveness in corporation (Hendry, 2000). It is very vital for organization’s
management to know about their employee’s motivation needs and wants according to their
social and professional requirement (Linder, 1998).

Beach. S (1994), described that there are two kinds of motivation, one intrinsic and second
extrinsic. In extrinsic, it refers to the holding out of incentive or external rewards for the
successful completion of tasks. Such incentives may be bonuses, higher pays, better working
condition. In intrinsic motivation, the work itself is satisfying to the individuals who takes
pleasure in the work or schooling and derives a feeling of accomplishment upon the successful
completion. Walton, (1985) in particular, argues that commitment results in better quality, lower
turnover, and a great capacity for innovation and flexibility to employees. Commitment could be
influenced by the personal characteristics of the employee, the job role experience, structural
factors, and personnel policies. If the behavior in an organization is favorable, and its employees
are motivated, satisfied and committed then it is more likely that the business they work for will
have a competitive advantage as well as good performance in the market (Torrington, D & Hall,
L.1995).

Motivated employees are despartely needed in a fastly chaning workplace. No matter the size of
an organisation, having a team of motivated and hard-working employees is critical to business
success. When employees lose their motivation their job performance suffers, less creative, they
become less productive and less of an asset to the organisation. Further, when employees lose
their motivation they are more likely to seek alternative job opportunities thereby incurring a
great cost to the organisation. And when an organisation replace an employee the organisaton
bears indirect direct and expenses such as headhunting fees, cost of advertising, human resource
costs, new hire training, customer retention and loss of productivty. According to an estimation,
all of these expenses can add up to anywhere from 3 to 200 percent of a single employee’s
annual salary. (U.S. Department of Labor, Bureau of Labor Statistics).

Benefits of motivation to the organization

Employee’s turnover in the organization could be reduced with the motivation. There are a lot of
motivation factors that mitigate the employee’s turnover in the organization. Best factor among
them is problem solving of the employees given by Gradle Gardner, (2009) because if their
problems would be sort out then they would have no need to leave the job. First see, what is the
problem with which employees are leaving the organization, as may be they are not being
offered enough responsibilities to satisfy their needs. This may be in term of self management,
development, creativity etc. secondly, increase responsibility of employees. Organization should
give extra responsibilities to make full satisfaction of her/his job. Like, they should be free for
organizing their working days. In this ways, they would show their trust and loyalty in the work.
There are different theories of motivation that elaborate how employee turnover could be
reduced in the organization. Because there are massive losses that are caused to the organization
with high turnover ration.

Maslow need hierarchy theory

Robertson.et al(1992), quotes American physiologist Abraham Maslow. The theory suggested
that motivation claims that human hierarchy of needs develop sequentially.

In 1954 Maslow presented a theory that it is human nature that his needs can’t be fulfill, if first
need has fulfill then he will move toward second one. After the satisfaction of second need
human is ready toward his third. Therefore this chain is continuously moving onward. Maslow
hierarchy of need runs step by step. first is physiological need in which all basic need are
involved for instance food, water, sex, sleeping ; in second step safety need in which shelter,
employment, family, health; in third step social relationship like friendship, sexual intimacy; in
fourth self esteem, self confidence, respect from other and in fifth one creativity , problem
solving, morality, experience purposes are involved. There are many universal concepts in this
theory; that’s way this theory is very useful in research objectives to enhancing employee
motivation. Once all these level are achieved by the organization for the employees in their
particular job, the company can be confident of retaining the employees for considerable time of
period.

Herzberg’s motivational theory

Herzberg’s motivational theory in 1959, in which Frederick tried to change the Maslow theory. It
also named as two factors theory. According to this there are intrinsic factors that are linked with
satisfaction and extrinsic factors linked with dissatisfaction. Motivational elements are related
with employee intrinsic like individual challenges, personal growth, personal goals achievement,
fulfill responsibilities etc directly and hygiene elements are represented the extrinsic for instance
job security, workplace conditions, corporation policies for employees, supervisors relationship
with subordinates. Therefore in this theory Herzberg’s said that employee’s dissatisfaction comes
due to hygiene factors and employee’s satisfaction toward their job come from motivational.

Expectancy theory
One of the most charming and vital theory is expectancy theory to motivate all employees. It
state that an individual has the highest motivation to put forward effort if he/she believes the
effort will lead to good performance and good performance will lead to ideal outcomes(Newsom,
W). In the case of problem employees they have a negative doubt or expectancy that effort will
lead to performance or that performance will lead to outcomes. Also, problem employees may
not like or want the outcomes connected with performance.

Walter Newsom, (a professor at Mississippi State University), gave a methods to use this theory
into practice called 9Cs. The nine Cs can be used by a manager/supervisors as a diagnostic tool
in understanding employee motivation.

These nine Cs are questions that supervisors/managers should ask when a problem employee is
detected. By asking questions from the employees, their problems would be solved and they
would not think to leave the job.

Capability. Does the employee have the capability to perform the job in a proper way[4]. Too
often managers guess that people have the capability to do the job assigned to them and leave
them alone in their own way. The incoming new employees especially need to watch them
carefully because they are new to work. And a active role of the managers and supervisors will
build the capability of the new hire until the supervisor can take a more passive role. If this
active role is not taken by the managers or supervisors then new employees may quickly become
a problem employee.

Confidence. Does the employee believe he/she can perform the job well? As confidence is the
perception one has of their ability and directly affects capability.

Managers/supervisors sometimes suppose that the employees can do it when they may not have
the confidence to do it. Managers can avoid this difficulty by describing confidence in the
subordinate, which will remove the passive employee. l

Challenge:

Does the employee have to work hard to perform the job in a proper way and well?

Jobs that are so easy for the employee that they can do them in their sleep usually result in
employees working as if they are asleep. Problem employees must be made to take responsibility
for their work and expand the meaning of their work with job enrichment. In production lines,
which have traditionally little challenge) quality circles make employees responsible for the
quality of their work, which in turn lets them be treated as responsible adults. Managers should
be aware that individuals perform best when they have the capability as well as How to motivate
problem employees Desmond Daly and Brian H. Kleiner CONTRIBUTED PAPERS
Work Study, Vol. 44 No. 2, 1995, pp. 5-7, © MCB University Press, 0043-8022 the confidence
to do the job, and they’re challenged”[4]. In other words a manager should make sure that any
problem employee has the right balance between capability and confidence with challenge in
their job, and correct the mix where necessary. L

Criteria: “Does the employee know the difference between good and bad performance?”[4]. A
common misconception by managers is that they assume that the difference is obvious. In
numerous cases people are fired for bad performance when they feel they have been performing
satisfactorily. A simple method to solve this problem “is for the manager and employee each to
list four or five major responsibilities of the employee’s job according to importance. Compare
the two lists. This can reveal major discrepancies in their understanding of job responsibilities, as
well as daily reality in the office of which a manager might be unaware”[5]. When an employee
is new or is a problem, it is critical that positive performance be commended and negative
performance be specifically addressed in a constructive manner. “Some managers dislike saying
anything critical. They hope subordinates figure it out for themselves and change. Effective
managers don’t hope – they act”[4]. l

Credibility: “Does an employee believe the manager will deliver on promises?”[4]. The most
effective managers are those who deliver on their promises, no matter how small a promise and
to whom they gave it. However, many managers forget what they said, or were lying for
convenience. Problem employees often arise because they were promised rises, bonuses or
promotion for good performance and the manager does not come through. A manager must first
obtain approval for any promise he may give outside his authority, so that the promise can be
acted on. Conversely, threats which a manager may make need to be followed through to
preserve credibility. Any threats that a manager makes need to follow company policy; otherwise
they lack force and authority. Problem employees need to believe in the promises (threats) made
to them by their manager; otherwise they will not take that manager seriously. New managers
who take over problem employees need to take scrupulous care that all promises and threats are
fulfilled to the letter, since even a minor deviation will be seen as a weakness.

“Threats need to be followe through to preserve credibility” l

Consistency. Do subordinates believe that all individuals obtain similar preferred outcomes for
good performance and similar less preferred outcomes for poor performance?

Many managers/supervisors treat their employees in same way and think that this consistency.

A problem employee can result from mixed treatment by the managers/supervisors. For instance,

A problem employee can result from mixed signals being sent by a manager. For example, one
employee who is regularly late may never be reprimanded while another might be disciplined for
being one minute late.

Compensation. Do the outcomes linked with good performance reward the individual?
Many managers/supervisors do mistake of thinking that money is only compensation and forget
about employees that they also look at the nonmonetary rewards for their good performance. The
most overlooked source of compensation for an employee is a simple “Thank you”. Many bosses
of the organization suppose that their pay is enough compensation to retain employees and to
make happy.

Cost. What does it cost an individual, in effort and outcomes forgone, to perform well? Some
managers allot projects to employees without taking into account that employee’s life activities
outside the organization. For instance, giving a task that requires many times to complete it to an
employee going to studying MBA School. That employee will become a problem employee
simply because he/she cannot give the time essential to work and school as well.

Communication

It is very vital element of the 9Cs and since none would work without it. Does the manager
communicate with the subordinate?

Almost all supervisors/mangers assume that communication is talking but actually it is listening.
Most of the problems have very little communication. Thus, using the nine Cs, communication is
the main way for a supervisor to turn a problem employee around.

David McClelland Theory of Motivation

According to Silibiger S (2005), David McClelland suggested that people have three kinds of
basic needs, (a) need for achievement, (b) need for power, (c) need for affiliation. According to
Rollinson, D, (2005), the McClelland theory also suggests that certain needs of employees are
expression of the childhood culture in which they are nourished and thus are connected with the
behaviour in the adult life.

The different theories of Motivation suggest that employee’s motivation is directly proportional
to the work value being allotted to him along with it, is dependent upon priority of needs of an
employee along with the presence of intrinsic and extrinsic motivators and demotivator factors in
the employee environment.

In the nutshell, motivation results in the well vision of getting better performance resulting in the
job satisfaction and then encourages Retention process and policies of a organization. Other
factor for employees motivation are , social behaviour, bonuses, incentives ,working conditions,
nature of growth and personal growth, gratitude, accomplishment and responsibility.

Training and development

Almost all the organisations provide training for their employee for many reasons. The purpose
of training the employees is to teach them in their initial tasks and produce more skills to
enhance organizational productivity.
According to Cole (2002, page, 330), in his book “Personnel and Human Resource
Management:, training is a learning activity directed towards the acquisition of specific
knowledge and skills for the purpose of an occupation or task.

Training improves the present performance of employees who may not be working as efficiently
as desired or plan employees for future promotions or increase organizational productivity, for
coming changes in design, processes or technology in their present jobs (Fisher et al.,
1999).Trainees obtain new scheming skills, technical knowledge, , problem solving ability good
tricks to perform good tasks, attitudes.

Training is different completely from the education that is gained in the universities, colleges or
school. It is Organisational Vocational and work oriented in nature.

Long term profitability, good productivity and optimum performance of organizations are
determined by the quality employees training and development in the organization.

It is good policy to invest in the development of employee’s skills, knowledge, and abilities so
that organizational productivity could be increased. Training is only given to the new employees
traditionally. This is mistake made by the organization. Training for the existing employees also
help to enhance productivity (Evans and Lindsay, 1999).

According to Evans and Lindsay (1999), Xerox Business Products and Systems invest over $125
million in quality training. Motorola & Texas Instruments give at least 40 hours of training to
every employee quarterly. Now training and development have become a vital responsibility of
Human Resource Management departments in organizations mainly as employees require new
knowledge, skills and abilities, which enhance the employee’s performance, organizational
productivity and increase profit of the organization. Now organizations are starting to understand
the important role of training and development that it play vital role in increasing productivity
and enhancing performance, and eventually stay in competition.

But a recent ACAS Consultants, John Bradford, survey indicates that too little attention is paid to
this area of human resource development, could have a lot of advantages like, high performance,
high productivity and profitability. Human resource development (HRD) consists a set of
activities that develop the performance of individuals and the organizations.

……………….
The central job is that HRD may have traditional training, career development and organizational
development.

Education activities are designed to improve the overall competence of an employee.

Development goes beyond education to encompass life-long learning. Therefore at its most
basic, HRD increases workforce competence, skills development and quality, as well as
motivation and commitment to the organization and the development of teams.
At its most sophisticated, organisational learning providesemployees with skills in responding to
change and an appreciation for lifelong learning. Strategic HRD is concerned with linking
training and development to organisational objectives and responding to changes in technology
and other factors in the external environment (McLagan, 1989). Reasons why strategic HRD
may not occur in SMEs include cost, ill-defined or absent strategic objectives, lack of managerial
support for the value of training, neglect of long-term plans and a lack of training-needs analysis
(Beaver, 2002). Kotey and Slade (2005) argue that training in SMEs has been described as
informal and on the job, with little or no provision for management development and little
systematic approach to undertaking a training needs analysis (Marlowe and Patton, 1993; Loan-
Clarke et al., 1999; MacMahon and Murphy, 1999). Indeed, Kotey and Slade (2005) further
suggest that in SMEs training often is perceived as an unaffordable luxury involving not only
course fees but also the cost of unproductive labour, with owner-managers arguing that training
results in highly specialised staff, as opposed to the multi-skilled workforce required in an age of
high job flexibility (MacMahon and Murphy, 1999). In contrast, however, Hornsby and Kuratko
(1990) earlier reported the use of a variety of training methods in small firms with on-the-job
training being the predominant method. Moreover, in the most micro organisations, owner-
managers perform or directly supervise most business activities themselves, including HRM and
therefore take direct responsibility for employee training and the methods that are employed
(Timmons, 1999). The research of Kotey and Slade (2005) found that HRM in small and
medium-sized organisations changes with size toward more enunciated and prescribed practices
and that these changes begin early in the growth process and proceed at a faster rate than during
the latter growth phase. Furthermore, the adoption of formal HRM practices at the managerial
level lags behind that at the operational level in many smaller organisations.

Benefits of training and development to the organization

The advantage that many smaller firms have over their larger counterparts in terms of HRD, is
their ability to be more innovative and entrepreneurial and respond quickly to the diversity that
modern workforces present. Certainly the management of diversity is a complex affair that
requires more than simple representation of diverse groups in the workforce but sustained efforts
by HR practitioners to develop the human capital. The creation of a culture that values and
appreciates differences requires major, systematic planned change efforts and creating such
transformation depends upon a fundamental change in the thinking of HR managers and
organisational leaders (Bowens et al., 1993; Thomas and Ely, 1996) – a situation that provides
real challenges but also potentially rewarding opportunities for those SMEs that avail themselves
of such prospects to attain competitive HRM advantage and become preferred employers of
choice

The purpose of training is mainly to improve knowledge and skills, and to change attitudes or
behavior. It is one of the most important potential motivators which can lead to many possible
benefits for both individuals and the organization. Changing technology requires that employees
possess the knowledge, skills and abilities needed to cope with new processes and production
techniques. According to Cole (2002) training can achieve:

1) High morale – employees who receive training have increased confidence and motivation;
2) Lower cost of production – training eliminates risks because trained personnel are able to
make better and economic use of material and equipment thereby reducing and avoiding waste;

3) Lower turnover – training brings a sense of security at the workplace which reduces labor
turnover and absenteeism is avoided;

4) Change management- training helps to manage change by increasing the understanding and
involvement of employees in the change process and also provides the skills and abilities needed
to adjust to new situations;

5) Provide recognition, enhanced responsibility and the possibility of increased pay and
promotion;

6) Give a feeling of personal satisfaction and achievement, and broaden opportunities for career
progression; and

7) Help to improve the availability and quality of staff.

Derrick et al (2000:55) looked at the training environment and the structure of organizations, and
emphasized on the effects of internal political and cultural factors on training and development.
Sherman et al (1996:16) argues that many new employees can be equipped with most of the
knowledge, skills and attitudes needed to start work, but others may require extensive training to
ensure their effective contribution to the organization. A majority however, will require some
type of training at one time or another to maintain an effective level of job performance.

According to Krietner (1995:8) in his book The Good Manager‟s Guide, no matter how
carefully job applicants are screened, typically a gap remains between what the employee does
know and what they should know. An organization which desires to gain the competitive edge in
its respective indu

Management is not only about managing resources and controlling expenses. Although these are
basic functions of management, there’s more to management than just managing resources and
controlling expenses. Another extremely important function of management is the ability to
manage employees – especially since they are the lifeline of any business. Given the downturn in
the economy, many businesses have not only been forced to lay off employees, but they’ve also
been forced to close their doors due to a lack in demand. However, there are also businesses that
have capitalized on the downturn of the economy to reduce overhead and increase employee
productivity even if the need does not exist. This can certainly be a temporary fix, but squeezing
everything out of employees does not appear to be the solution for long term business success.
With that in mind, this paper will dive into some of the common management issues that businesses
and leaders face today such as; the effects of poor leadership, not motivating employees
effectively, and not being able to manage conflict appropriately. Based on the study of these
management issues, the study concludes that poor leadership can result in not providing proper
direction and/or guidance to your employees to meet company goals, not motivating employees
can result in a decrease in employee productivity, and not managing conflict can lead to low morale
and even a belief of inequality among the workgroup if issues are not handled properly. Further
research would be appropriate to explore solutions to these issues.

Employee Management Issues

Given the fact that every person and employee is different, managing employees effectively
continues to be one of the most common management issues that businesses face in this demanding
world of business. Businesses can certainly hire employees that have great credentials and
impressive resumes. However, managing employees and addressing management issues
effectively is just as important as hiring employees with the proper experience and education in
order to establish a good employee base that will be instrumental for future success.

With the above in mind, this study will focus on several employee management issues such as the
effects of (a) poor leadership, (b) not motivating employees effectively, and (c) not being able to
manage conflict appropriately.

Poor leadership

Employees not only need guidance from their managers or leaders, but they also need to know that
they will be there to help them when they need them or to help put things back on the right track.
Leadership need not imply that a leader is, by nature, wise, and inspirational. Darker forces
sometimes drive leaders as well as their followers. Bad leadership is as ubiquitous as it is insidious
(Kellerman, 2007, Pg 17).

Kellerman (2007) further points out that, “like good leaders, bad leaders are characterized by traits
such as intelligence, high energy, strong drive for power and achievement, decisiveness, and
determination. Bad leaders have a skill set that ranges from being good at communicating to being
good decision making. Kellerman (2007) also describes bad leaders as, “incompetent, rigid,
intemperate, callous, corrupt, insular, and evil” (Kellerman, 2007, Pg. 17). McGowan (2010) also
notes, “Leadership can’t lead if it can’t see” (McGowan, 2010, Pg. 3).

Many leaders/managers are not successful due to their authoritative leadership styles, resulting in
increased communication gap with their employees. Such leaders are unable to earn the respect
and loyalty of their employees, who simply follow their orders because of their authority.
Accordingly, there is a greater possibility of turnover and absenteeism by the valuable workforce
(Ahmed, Shields, White, & Wilbert, 2010, Pg. 108). Fowlie & Wood (2009) further illustrate from
one of their studies that, “bad leadership equates to a lack of self-management and relationship
management competencies” (Fowlie & Wood, 2009, Pg. 568). Lack of communication and
guidance from management simply exacerbates existing or potential problems. As a result, this
could then leave the employees feeling like no one is listening and the relationship between
employees and management starts deteriorating.

Poor motivation

Once the relationship between employees and management starts to deteriorate, this can then lead
to motivational issues. Managers need to realize that every employee is different. Some employees
prefer to work independently while others like the continued feedback and support from their
leaders. As Lazenby (2008) notes, “a one-size-fits-all apprach to employee motivation doesn’t
work. Challenges that motivate one person might actually discourage another. Some individuals
seem to have a high need for praise and recognition, even when their work is mediocre; others
don’t seem to care about those things” (Lazenby, 2008, Pg. 22).

As Lazenby (2008) further points out, “People are different, and we need to master the skills
needed to motivate different people” (Lazenby,2008, Pg. 23). While some employees might be
motivated by monetary rewards, managers also need to be aware that motivation could also depend
on the age of the employee. Although one might not think that age is a factor when it comes to
motivating workers – it actually is. Younger employees tend to be more motivated by monetary
rewards and older employees are generally motivated by other factors. As Kauffman (1987) points
out, “aging, in itself, does not lead to mental impairment, such as memory loss or a breakdown in
intellect. They [older workers] may no longer be striving for top pay; they may see the need for
better balance between work life and home life; their children may be self-supporting and their
monetary needs are no longer a driving force” (Kauffman, 1987, Pg. 43). Not motivating
employees can then lead to inter-departmental or departmental conflict – especially if employees
believe inequality exists.

Not managing conflict appropriately

Conflict in the workplace is not always a bad thing. However, conflict that’s not managed properly
can certainly lead to bigger problems. Occasional conflict, if managed appropriately, can lead to
creativity, better decision-making, and improved results. However, too much conflict can lead to
a decrease in performance and group cohesion (Sikes, Gulbro, & Shonesy, 2010, Pg. 48). Assael
(1969) further notes that, “constructive conflict results in improved communications between
organizations, allowing for legitimate differences of interests and beliefs to emerge” (Assael, 1969,
Pg. 578). Culture wars can occur when the beliefs and habits of one cultural group come to
dominate the norms of the workplace, making it difficult for members of other groups to be
included, understood, and to attain success (Turner, 2007, Pg. 244).

If conflict is not managed properly the results can ultimately affect the company’s bottom line.
They “can substantially impact the vital organizational objective of serving customers (Tjosvold,
Dann, & Wong, 1992, Pg. 1). It is generally agreed by the organization theorists that organizational
conflict should be managed rather than resolved to enhance individual, group, and system wide
effectiveness. The management of organizational conflict involves the diagnosis of and
intervention in conflict at intrapersonal, interpersonal, intragroup, and intergroup levels (Rahim,
Afzalur, Garrett, & Buntzman, 1992, Pg. 423-424). Rahim, Afzalur, Garrett, & Buntzman further
point out that, “the difference between resolution and management of conflict is more than
semantic. Conflict resolution implies reduction or elimination of conflict, whereas the management
of conflict does not necessarily imply reduction or elimination of conflict (Rahim, Afzalur, Garrett,
& Buntzman, 1992, Pgs. 423-424).

Conflict is almost certain to occur in work teams due to the fact that they are comprised of different
people possessing different perceptions, personalities, and behaviors. Although incredibly
effective, work teams may stumble upon barriers which must be overcome to allow for growth and
continuation towards the common goals of the group. Unfortunately conflict can’t be managed by
walking away. You have to tackle the issue and, “the important takeaway is not necessarily
knowing how to eliminate conflict all together, but to eliminate the problems before they begin or
be prepared to deal with the conflict as it is presented” (Sikes, Gulbro, & Shonesy, 2010, Pg. 48).
Conclusion

Employee management issues can have adverse effects to any business and ultimately to their
bottom line. Furthermore, unaddressed issues and/or poor leadership tend to have a rippling effect
that can start with one employee and work its way through departments or even entire company’s
if not addressed accordingly. Not managing employees appropriately can also lead to reduced
opportunities not only for the employee, but for the company. In summary, poor leadership can
result in not providing proper direction and/or guidance to your employees to meet company goals,
not motivating employees can result in a decrease in employee productivity, and not managing
conflict can lead to low morale or even a belief of inequality among the workgroup if issues are
not handled properly.

As Ahmed, Shields, White, & Wilbert (2010) point out, “Managers must have a mind-set to think
beyond their job titles and focus more on developing and inspiring employees to accomplish
organizational goals.” After all, “The ultimate goal of an organization is to maximize shareholders’
value and profitability, which is accomplished by integrating strong leadership with formal and
informal communication networks” (Ahmed, Shields, White, & Wilbert, 2010, Pg 119).

Given the fact that the human factor is part of any business, employee management issues are a
common occurrence in the lives of every manager or leader. That’s not to say that there’s nothing
that can be done about it or suggest that managers or leaders should simply deal with the issues
and move on. On the contrary, there are things that managers and leaders can do to overcome
and/or minimize these employee management issues. However, further research would be
appropriate to explore options and solutions that can be implemented to address these employee
management issues
Essays, UK. (November 2013). Review of literature on employee management. Retrieved from
https://www.ukessays.com/essays/management/review-of-literature-on-employee-management-
management-essay.php?vref=1