Employment and Welfare: Laissez-faire or proactive policy?
Laissez-faire
Are situations where individual employees need support over work or life problems best left to individual manager discretion or should there be a centralised response?We can
- offer individual managers guidelines on how to give help
- provide counselling and support services.
Most managers are not skilled as counsellors. They may not
- have the time
- have the inclination or aptitude.
- like the person concerned.
- Can/should they be trained?
By taking some of the burden off busy line-managers by e.g. employing a counsellor who anxious/concerned staff can approach, may result in a confidential service but it separates the boss-staff relationship.
Aims of proactive, corporate welfare service policy
- provide ways for the firm to recognise and help resolve stresses and strains (work and life) felt by employees and provide personal counselling facilities
- contribute to general well-being of staff through provision of rest-rooms, showers, creches etc.
- ensuring that staff have a healthy diet whilst at work and that the firm generally ontributes to diet education. This might be reflected in staff restaurant or canteen menus.
- help employees keep-fit by offering fitness-advice and exercise/ recreational facilities.
- provide medical/health screening, monitoring and advice: medical checks, occupational health services and education. These may include
anti-smoking support, chiropody and physiotherapy services, eye tests and general check-ups.Monitoring and action may be assocated with the firms's statutory obligations for health and safety at work.
- giving financial help: company loans for cars, housing, education and training and travel to work (season ticket costs). This includes the age old "sub" i.e. giving an advanced payment on wages to new starters or to cover temporary personal financial difficulties
- a policy may assist staff with particular problems e.g. home problems - separation, divorce, family trauma, a drink problem, drug dependenvy, ex-offenders, those who are HIV positive. Are these company responsibilities? Should companies be so paternalistic/maternalistic?
- a policy may help staff (an ex-staff) through difficult transitions; returning to work after an illness or having a family, or retirement.
- a company may wish to anticipate the occasions it needs to say "Thank-you" to its staff: for
- achievements and contributions, loyalties and commitments
- long-service - budgets for awards, leaving gifts and hospitality.
- A firm's welfare policy may extend to sponsoring and supporting community action to improve the social fabric e.g. via
- schoos and community action links.
- use of company facilities by local residents.
- seconding and funding staff who participate in community projects.
Exercise
Discuss each of the above from the perspective of the shareholder who says,
"Employees get well paid. The rewards package of the firm is very sound. It is the responsibility of the state to support many of these needs. Individuals must take responsibility for themselves. They are not helped by having unncessary dependency relationships with the company. Let them take care of themselves via their pay packet.
These services involve costs. Expenditure on these items undermines profitability and the company's competitiveness in international markets. Witness the problems of companies in South Korea who offer massive benefits to staff which they no longer afford. If the state is taxing both employees and companies - let the state provide general services.
There is no direct evidence that employees are better motivated, work harder and perform better."
Which items would you recommend that a company should include in its welfare policy. Which would you omit and why?
Developed and maintained by Chris Jarvis for the BOLA project