Open Door Policy for Grievances


OpenDoor Policy for Grievances


Historical Background

An ‘open door’ policy refers to the communication strategy inwhich a human resource manager or any other manager encouragesemployees to stop by the manager’s office, whenever they feel aneed to raise a suggestion, ask a question, or address a concern thatthey have with the management. This policy is implemented mainly toencourage transparency and openness between the management and theemployees, which in turn reduces job-related friction, and enhancesemployees’ motivation (McCabe &amp Lewin, 1992). Open door policycreates an ambient environment of high performance, collaboration,and mutual respect between employees and upper management. It is usedas a quality management mechanism and practice that serves to sustainthe morale and empowerment of the employees, while maintaining acrucial effect on productivity, efficiency and corporate ethicalstandards and growth (Radhakrishna &amp Satya Raju, 2015). Gettingfeedback from employees enables them to raise their grievances to themanagement, thus providing an avenue of addressing misunderstandingbetween them and the management.

Purpose of theOpen Door Policy

Health care organizations are special social entities with employeesfrom different professions and backgrounds, which can createmisunderstandings either between themselves or between them and themanagement. Instituting an internal dispute resolution mechanismhelps to prevent harm from the civil litigations for a health careorganization. An open door policy is employed as an outlet foremployees’ frustration at their place of work (McCabe,2015). As opposed to turning a deaf year to complaints,providing employees with a credible listener, who give an objectiveevaluation of their grievances makes employees develop a sense ofbelonging. Open door policy is a critical internal dispute resolutionmechanism for the health care organization, because it allows themanagement to resolve any grievance or make the employee come toterms with the job operations, before the misunderstanding or anyother issue gets out of hand (McCabe &amp Lewin, 1992).

Impact of theTopic on Health Care Organizations

Open door policy can encourage employees in a health careorganization to provide feedback, suggest ideas, seek professionalcounsel or bring to the attention of the management a certain issue.Getting feedback from employees and understanding their workingrelationships help the health care organization to develop competentworking procedures and employees’ regulations mechanisms. Onaddition to this, implementation of open door policy create anenvironment of mutual respect and trust between health careprofessionals and the management, which is viewed as a morale booster(McCabe &amp Lewin, 1992). This means that the policy empowers theemployees and positions them in a better place to meet the objectivesof the health care organization, which is not only good for thereputation of the organization but also for its overall performance.

Relationship ofthe Topic to Human Resource Management

The key role of human resource manager in an organization is to caterfor the welfare of all employees. To serve employees better, humanresource management needs to understand them and get their opinion onvarious issues. This makes it important to maintain an open doorpolicy, where employees can give their grievances freely without fearof intimidation. This will encourage employees to confide much oftheir issues with the human resource manager, and by doing so, themanager will be able to fulfill his/her duty in an effective andsatisfactory way. As such, open door policy is critical to effectivedischarge of human resource mandate and it adds value to the internalcommunication (Alal, 2013).


McCabe, D. M. (2015, July).Employee Handbooks-Current Trends for Human Capital Competitiveness.In&nbspCompetitionForum&nbsp(Vol.13, No. 2, p. 228). American Society for Competitiveness.

McCabe, D. M., &amp Lewin, D.(1992). Employee Voice: A Human Resource Management Perspective.California ManagementReview, 34(3), 112-123.

Radhakrishna, A., &amp Satya Raju,R. (2015). A Study on the Effect of Human Resource Development onEmployment Relations. IUP Journalof Management Research,14(3), 28-42.

Talal, M. (2013). Add Value toInternal Communication through Human Resources Management. ValahianJournal of EconomicStudies, 4(4), 21-30.