10
for which the executive is held respon
sible.” And d q rh ; think for a m inutq
th at m anagem ent in ^ ^ ^ ^ ^ s ¿ h a 3 » io n e
soft. M anagement has made the dis
covery th at w hatever is done to W 9
velop individual and group m orale
and loyalty to the over-all job bears
i■ 11 i t i 11 decreased turnover and in
creasingly efficient operations.
Time Tested Guides
Can we fi nd some definite gi lides to
use in establishing helpful relations
w ith the new employee throughout the
early weeks of adjustm ent to new
^ p O sí | Here are the same old precepts
th at are tim e-tested in supervisor-em
ployee relations for the early stages
as well as later on:
1. Be s u r your employees understand
“why.”
2. Let each employee know “where
h e ^ ^ S d s .”
3. Dem onstrate your desire to help
each employee succeed in his work.
4. Give each employee the recognition
he deserves.
5. Be sure your requirem ents are re a
w hen th eJE g ^R g y ell done, to let that
in B S ^ H l;
n e r i^ ^ B I ^ B v b o re S p
stands in the Q ^ w o ^ ^ ^ t h e .m am O 1,
and to set up for the individual worker
a personal im provem ent program indi
cating th( - I
Ii ired, the source of
th at help, and w hen it is to be jgajzen.
H ard to put in |^ ^ ^ filf& l you say?
B ujU«NWffl»aofth I
Highway Issues Bulletin
I Firm ly believing th at a w ell-inform
ed employ ee is usually a good em-
p lo y S ,'th e highw ay personnel depart
m ent has published since the first of
the year “Personnel O bservations,” an
employee bulletin.
“Personnel O bservations” lets the
employees in on policy m atters and
departm ent objectives, as well as tell
ing them about who is prom oted, ex
am inations announced, hum an interest
items about people in the departm ent,
and a l ^ ^ ^ ^ M ^ S e r a l personnel m at
ters. A ls@ B M dom inantH B |ure is the
“(Question Box” w here any employee
sonable yet high.
can get an answ er to anyfbm ploym ent
6. Make.’ the best use of each em- question he m ay have.
ployee’s abilffiSs?^
Though common in industry and the
7. Reihbve hindrances to prom pt
federal governm ent, H ighw ay’s; “P er-
completion of work.
sonnel O bservations” is the first and
8. R epresent your employees’iOnter-
only regularly published “house or
ests to yóur superiors.
gan”
for employees in the state serv
9. Avoid the appearance off partiality
ice. Because of a sm all personnel de
or personal favoritism .
p a rtm e n t budget, the bulletin cannot
10. Be understanding and helpful in
be sent all of the 2800 highw ay em-
dealing w ith employees’ problems.
jgo.yees; but several copies are sent
11. Create a friendly* and congenial at-
to all supervisors including forem en,
m osphe^^H
w ith instructions to circulate them
12. Consult w ith employees before
among their group.
m aking decisions affecting them or
The publication is only one of sev
their w ork; enlist th eir help in
eral m ajor efforts m ade in keeping
I solving your operating problems.
13. Give advance notice and ew l8 n a¿. w ith the standing policy of the per-
sonnel departm ent to reco^nizO good
tion ‘o f changes that affect your
employee
relations as im portant toffflal
employees. I
efficient d e ||a rtm e n tH I» M to contin
Most of these methods for leading
ually strive for m ethods to improve
individuals and groups of employees
them.
have been proved by supervisors- to
have a great effect on the em ployee’ár
productivity right from the H a r t.
Every time you acquire a new intgr-
Doesn’t it all ^óiL.down to this? The est, even more, a new accom plishm ent,
best .¡way to build good m orale on the you increase your pow er of life. No one
p art of the individual v f l r a r is to es who is deeply interested in his subject
tablish the basis of friendly coopera
u n h a H H The real
tion im mediately, to clarify w hat he is pessimist is one who has lost interest.
Í2 do, Jo^-.rpach an H H e m e n H B I to ‘
—W illiam Lyon Phelps.