EMPLOYEE RELATIONSHIP

Employee Relationship



Table of Contents

Introduction2

Theories of employee relationship2

The governance relationship3

The exchange relationship3

The cooperation relationship4

Employee Relation as a part of Social performance5

Role of Employee relations in supporting organizations7

Consequences faced by companies due to lack of employee relations9

Costs9

Difficulty in recruiting9

Skills development focused on recruits10

Harmful work climate10

Laborious integration of new employees11

Benefits of Employee retentions11

Sainsbury Super Market12

Employee retention strategy at Sainsbury Super Market13

Education13

Training13

Development of a sense of "ownership"14

The development of interest in work14

Performance Management14

Strong and Fair management15

Provide Employees with personal treatment15

Take care of employees as individuals16

Conclusion16

Employee Relationship

Introduction

In the present study, ideal-typical views of the employment relationship serve as an existing example of separate workforce philosophies. Individual managers may have internalized a particular view of the employment relationship, which means that their mental models gets built on deeply ingrained beliefs regarding how to organize human resources in the light of productive objectives of the firm, simultaneously balancing the organization's and employees' interests. In the process of shaping the workplace attitudes, managers may consciously or unconsciously weigh arguments for or against workplace. These arguments can function as guidelines on how to treat and value work in their departments, and their subordinates' typical workplace requests. In fact, such behavioral guidelines, or HRM-principles, are part of any HRM-system, and can be viewed to reflect the workforce philosophy. In the contemporary literature, it has often been claimed that the employment relationship is in a state of change, and that the dominant focus on control and coordination in traditional employment models is gradually getting replaced by a greater emphasis on commitment and trust (Burgess, 2001, pp. 124). This shift in managers' cognitive and value structures may suggest that we are in a transitional state, and that we are moving towards new views of the employment relationship which better fit the workplace practice. In view of the revealed cultural bottlenecks underlying the relatively slow adoption and diffusion of workplace, however, it can be questioned whether managers' views of the employment relationship have changed fundamentally, or whether any possible changes remain more marginal.

Theories of employee relationship

There are various theories related to employee relationships, which are discussed, below:

The governance relationship

The dominant view of the employment relationship in the Taylorist tradition is the managerial or governance relationship which emphasizes that line managers, as agents of the employing organization, have the right to control and coordinate the work of their subordinates in so-called job-based employment relationships focusing on compliance. In this view, the central role of managers is to reduce the risk of unwanted work outcomes due to potential opportunistic behavior of the employee. These risks are inherent elements of the employment relationship and foundations of distrust (Atkinson, 1987, pp. 87). Distrust can be defined in terms of "confident negative expectations regarding another's conduct," including words, actions and decisions. To act on distrust, the employment relationship gets managed through institutionalized hierarchical governance structures which allow for close and concurrent managerial control and coordination. In this study, coordination and control arguments as articulated by managers get viewed to reflect the governance view of the employment ...