Introduction
Today's constantly changing work environment is fraught with job uncertainties and a general breakdown of trust between employer and employee. More than ever, it is critical for managers to proactively shift away from devaluing employees as marginal capital to empowering them as human capital. "Perceived organizational support" - employees' perception of how much an organization values their contribution and cares about their well-being - mutually benefits both employees and their organizations and is integral to sustainable employer–employee relationships (Eisenberger et al., 2011).
The exchange relationship between the employer and the employee emphasizes the result that organizations achieve favorable and desirable outcomes by treating them generously. For employees, the organization serves as an important source of socio-emotional resources, such as respect and caring, and tangible benefits, such as wages and medical benefits. When organizations recognize their employees, they would help them to meet their needs for approval, esteem, and affiliation. Positive valuation by the organization also provides an indication that increased effort will be noted and rewarded (Ucar, 2010).
Research on perceived organizational support shows that as the organization is concerned about the commitment of employees to them, employees are also concerned about the organization’s commitment to them in the same way (Jayawardana et al., 2010). Employees with higher levels of perceived organizational support are likely to have positive attitudes and behaviors (Beheshtifar, et al., 2012). It would increase employees’ felt obligation to help the organization reach its objectives, their affective commitment to the organization, and t...
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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.
A study conducted by BlessingWhite (2013) highlights five levels of employee engagement. The first level is the “engaged”. The engaged employee exhibits high contribution and high satisfaction, these employees find great satisfaction in their work, they are strongly committed to the organizations mission and goals, and have a positive impact on employee morale. The second level of employee engagement is the “almost engaged” having a medium level of job satisfaction and contribution. These employees are genuinely satisfied with their job and are considered top performers within the organization. The third level are considered “honeymooners and hamsters” these employees exhibit a high job satisfaction but low contribution levels. Honeymooners are considered newer employees and are seeking their role with the organization, while also seeking ways to contribute to the mission. Hamsters, on the other hand, are sincerely hard workers, however they routinely work non-value added task, therefore contributing little to the organization. Level four consist “crash and burners”. The “crash and burners” have a high contribution level but also exhibit a low level of job satisfaction. The “crash and burners” often complain about decisions made by upper level management as well as complain about
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All employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication they put into the company, in a word they are seeking justice. Justice can be defined as a person receiving what they feel they are entitled to and if they do not receive what they deserve the situation may board on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). A major problem to address is how to keep the motivation level high in a company when the employees do not feel appreciated.
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Additionally, employee satisfaction are directly correlated to employee commitment and the loyalty which again directly related with the business and work productivity (Papazisi, Raidén, and Sheehan, 1995). Smart leaders knows that keeping their employee satisfied and motivated are essential for their organization (Sher, Bakhtiar, Muhammad &Ali, 2010).
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.
Today businesses believe that the sustaining of performance and competitive advantage to becoming a great organization. As an organization’s success depends on their employees’ performance, the value of specific individual employee has played an important role within an organization to be competitive. At that time, the value of each and individual employee and their satisfaction with their jobs are one of the key factors for an organization and organizations need to find ways to improve employee job satisfaction to achieve organizational goals.
In large organisation, competition is not only in the market for goods and services but also for the quality of employees. As such, a large organization can only become attractive to the most skilled and high quality workers if it has an effective compensation and benefit plan. The key purpose of an effective compensation and benefit system is to provide employees with the right rewards for their work and right behavior in the workplace. Typically, organizational success is determined by the quality of employees an organization has. In turn, the organization can only attract such quality workers and maintain them through effective compensation and benefit