All organizations have HR policies. Some, however, exist implicitly as a philosophy of management and an attitude to employees that is expressed in the way in which HR issues are handled; for example, the introduction of new technology. The advantage of explicit policies in terms of consistency and understanding may appear to be obvious, but there are disadvantages: written policies can be inflexible, constrictive, platitudinous or all three. To a degree, policies have often to be expressed in abstract terms, and managers do not care for abstractions. But they do prefer to know where they stand – people like structure – and formalized HR policies can provide the guidelines they need.
Formalized HR policies can be used in induction, team leader and management training to help participants understand the philosophies and values of the organization, and how they are expected to behave within that context. They are a means for defining the employment relationship and the psychological contract (see Chapters 15 and 16).
Although written policies are important, their value is reduced if they are not backed up by a supportive culture. This particularly applies to work-life balance policies.
Formalized HR policies can be used in induction, team leader and management training to help participants understand the philosophies and values of the organization, and how they are expected to behave within that context. They are a means for defining the employment relationship and the psychological contract (see Chapters 15 and 16).
Although written policies are important, their value is reduced if they are not backed up by a supportive culture. This particularly applies to work-life balance policies.
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