Amanda Smith

Running Head: EMPLOYEE RELATIONS MANAGEMENT 1

EMPLOYEE RELATIONS MANAGEMENT 5

Employee Relations Management

Student Name

Course

Date

Employee Relations Management

Human resource managers and officers' most common duties are recruiting, screening, and placement of employees. Another important duty that human resource play that is not discussed in most organizations is employee relations. The human resource management department is responsible for ensuring that there are good employment relations. They oversee ensuring that the working environment is favorable for all employees to ensure productivity. By analyzing the Forest Glenn Medical Center case, it is possible to identify how well to go about handling employee relations more so if there are difficult employees.

Case Overview

The case is about three physicians who resign from Forest Glenn Medical center. They hand in their resignation around the same time, leaving the hospital with only two qualified physicians. The hospital is heavily reliant on the physicians for health delivery and service provision. The departure of the three physicians will disrupt the hospital's operations. The three physicians complain that the outpatient medical team's director to whom they report to is unjust and oppressive of them, Dr. Caron. The three feel that they cannot continue working with Dr. Caron.

A description of Dr. Caron

Dr. Caron, the director of the outpatient medical team, is a hands-on manager. He has high expectations and expects all those that he manages to meet the expectations. He does not appreciate his set standards not being met, and neither is he open to discussing the standards. Dr. Caron can be described as an autocratic leader. Autocratic leaders are authoritarian. They hold all the power and authority over those they lead. Autocratic leaders rarely consider input from those they manage or lead (Fiaz et al., 2017). They are also responsible for all decision making. In most cases, autocratic leaders are rigid and not.

Analysis of the Case

The three physicians that are resigning do not like or appreciate Dr. Caron’s leadership style. The three doctors feel micro-managed. Furthermore, they think that the expectations set for them are too high to be met. Generally, the three doctors do not like the autocratic leadership style and are not willing to work under somebody who employs or subscribes to the leadership style. The doctors are eager to continue working at the institution, given that Dr. Caron changes how he leads and manages his team.

Solution for the Case

As a healthcare administrator charged with ensuring that employees have a right working environment and ensuring that employee relations support productivity, I must help the four parties reconcile and develop an operational model that favors all support productivity. My first course of action is to discuss with Dr. Caron and get his side of the story as concerns his leadership. It is proper to let him know of the accusations against him and his leadership style's repercussions.

The second thing is to come up with a solution for the team. The most appropriate solution is the adoption of the transformational leadership model for Dr. Caron’s team's management. A transformational leader inspires other people and does not demand active involvement (Abelha et al., 2018). The transformational leadership model will be ideal for all parties. The leadership style demands high productivity levels, and this feature will be appropriate for Dr. Caron, as that is what he requires of his team. The model allows for the autonomy of team members, and this will favor the three physicians. The three physicians will not feel overburdened so long as they meet their goals. Dr. Caron needs to incorporate his team members in decision-making and standards for the team to operate seamlessly. He needs to inspire his team to build employee relation and boost productivity.

References

Abelha, D. M., Carneiro, P. C. D. C., & Cavazotte, F. D. S. C. N. (2018). Transformational leadership and job satisfaction: Assessing the influence of organizational contextual factors and individual characteristics. Revista Brasileira de Gestão de Negócios, 20(4), 516-532.

Fiaz, M., Su, Q., & Saqib, A. (2017). Leadership styles and employees' motivation: Perspective from an emerging economy. The Journal of Developing Areas, 51(4), 143-156.