Employee trust has a direct effect on the performance of a particular workplace. Depending on the attitudes of employee to the management, this effect can either be good, bad, or a mix of both. Management and employees tends to have conflict within organizations due to various issues, but mainly because of the questionable reliability of employees towards their manager. The success of a workforce is dependent on the financial performance, labor productivity, and product or service quality which is controlled by the employee, but when employees start slowing down their performance to protest with the management, then something is wrong on how things are handled by the owners. According to Brown, McHardy, and Taylor, co-authors of an economic article that pertains to UK workers, employees’ trust are subjective on the four qualities, often called as trust measures, that an effective manager must possess: (1) managers are relied to keep their promises; (2) managers treat employees fairly; (3) managers deal with employees honestly, and; (4) managers are sincere in attempting to understand employees’ views. Their research shows that when employees are assured that the managers meet the four conditions above, the financial performance, labor productivity, and product or service quality are “a lot better than average”. Employees work performance are increased and trust is also strengthen between employees and employer. However, meeting the four qualities is not a sustained mechanism to promote lifetime trust in the workforce. Another side that is critical in the establishment of a better working environment are the distinctive job characteristics obtained by employees. These characteristics are tenure, amount of training, membership in trade union, and wage payments, and the different level of these characteristics often yields to different level of trust. Based from the
Purpose & Other: : I give the purpose and other a 10 out of 10 because the goal of the article was to inform organizations, employers, presidents and/or employees about the importance of strengthening relationships between an employer, an employee, and the company in its entirety.
Trust is the first one of the characteristics and is very important in our profession. Without trust in our profession we could not accomplish anything. In Chapter on...
To start my answer related to trust, I would like to start with few quotes that shows the power of trust like, “without trust we don’t truly collaborate, we merely coordinate or at bets cooperate. It is trust that transforms a group of people into a team “- Stephen M.R Covey
Managers know the importance of having positive relationships with their employees. It boosts the company’s goals while the lack of any relationship with the workers may lead to losses in the business. Most managers rarely know that they are looked up to by many employees and, as such, should be careful with the actions they take. Lee b. Bolman & Terrence E. Deal, the authors of the book The Reframing Organizations, point out that the kind of measures taken in the business influences the employees acts and thoughts. In particular, this book gives insight to managers on how to relate to their subordinates. The discussion is carried out on the three parts of the book that highlight the missteps taken by managers as they try to improve their businesses.
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate.
The creation of a strong working psychological contract is dependant on the commitment and effectiveness of the employee within in the organisation. The extent to which their own expectations of what the organization will provide for them and what they owe the organisation in return must match the organisation’s expectations of what it will give and get in return (Schein, 1965).
It is a known fact that when a business is managed well, employees usually feel that they are being treated fair and this can help the company to employ and maintain excellent employees, which is critical for the organization’s ultimate success.
In a 2014 article by Chan and Mak entitled “The impact of servant leadership and subordinates ' organizational tenure on trust in leader and attitudes” the authors focus on how the practice of servant leadership affects subordinate relationships. The basis with this relationship is trust with a primary impact on job satisfaction for all. The authors argue that a leader with serving behavior should serve new employees as it will result in effective and cooperative employees. (Chan & Mak, 2014) Alternatively, tenured employees may not require the heavier dose of servant leadership, but rather other leadership styles such as transactional. (Chan & Mak,
Duboff, R. (1999). Loyal Employees Are a Key Link to a Firm's Value. Journal of Management in Engineering, 9.
It is a well-established reality that organisations in the world today can no longer survive without focusing on their employees. If they have to be at the competitive edge, they have to invest in human resources, and placing their employees on top priority. This notion has led to the strategies that, most organisations are pursuing through employee management. To achieve the optimum performance of employees, organisations must motivate their employees, and engage them in activities that will benefit and help employees in achieving their predetermined goals and objectives. In order to achieve this, it is imperative for managers to set in motion work conditions that will help employees to achieve satisfaction of their job, low turnover and absenteeism rate and promote the environment that promotes the organizational commitments and organizational citizenship behavior.
It was once a common belief that if employees worked hard, showed up on time and followed the rules that they would be guaranteed a job for life. However, over the last decade there have been changes in the workplace. There are two main causes for this change. The changes in the work place in the twenty-first century are being caused by advancements in technology and expansions in globalization through the Internet.
Today's business world is a very delicate model and can break down with the slightest of ease. One of the most important aspects of a successful business is a good, strong management team followed by a good, intertwining associate team. The two groups serve, as different operational structures yet need to coincide on a very strict level. For a business's employees to be at arms with each other can create a big problem that happens to be at the prime area of business. This area is the area of direct customer interaction. To not keep the customer happy is to douse oneself with gasoline and proceed to striking a match. This problem brings us back to the introduction of trust and professionalism among workers.
The relationship between employer and employees plays a pivotal role in the performance of the organization. Employers and employees have certain responsibilities towards each other which facilitate a fair and productive workplace. Positive work relationships create a cooperative climate with effort towards the same goals. Conflict, on the other hand, is likely to divert attention away from organizational performance.
In cultures that value loyalty to the employer, a kind of family relationship seems to develop between employer and employee. It is a reciprocal arrangement, which the employer is concerned with assisting the employee to develop to his or her full potential and the employee is concerned about optimizing the welfare of the company. The negative aspect to absolute loyalty to one company is that an employee may stay in one job that he or she has outgrow and may miss out on opportunities to develop in new directions. From the employer’s point of view, the employee may be burdened with employees whose skills no longer match the needs of the company.
How difficult (or easy) is it for an employer to prevent an employee working for others (or themselves), both during the employment and after it has ended? Refer to relevant cases and legislation.