Employment Relationship

Employment Relationship

Amstrong (2009) discussed that employers and employees will establish an employment relationship 06^thevery time they work together. A positive service connection is needed. There is a need for a positive job relationship with a trusted and mutual relationship. The management and the employees are independent and both are bound together. Providing a basis for job and employee relations through such a relationship includes the development of mutual trust.

According to researched carried out by Professor Rousseau (2004) the psychological contract is the belief based on a person and organization, a promise of a promulgation agreement between the employed person and its agents. Organizations can improve these psychological contractors by understanding and effectively managing them. Workers and employers must focus both on fulfilling commitments of their psychological contracts as well as on managing losses when existing commitments are difficult to keep. There are six features of founded in Psychological Contract.

Voluntary choice, Belief in mutual agreement, Incompleteness, Multiple contract makers, Managing losses When Contracts Fail and The Contract as Model of the Employment Relationship

There are two types of employment relationship contracts founded by MacNeil (1985) and Rousseau and Wade-Benzoni (1994).

• ·         Transactional contracts are formal agreements that are often described in the terms of the exchange between the employer and the employee. They contain specific work requirements.

• ·         Relational contracts mostly focus on informal agreements. Performance requirements for this consistent membership are incomplete or confusing.

As defined by the Chartered Institute of Personnel and Development (CIPD,2018) positive employee relationship environment and high-level employee service can have the improved business outcomes. Industrial relations have been replaced in order to define relationships between employers and employees. Employee relations focus on personal and corporate relationships at the workplace, and line managers often focus on building relationships with trusted employees.

As discussed by (Bahreini, 2017) the employer-employee relationship is vital not only to retaining talent, But your company could have been growth. That is why many organizations are investing in building this relationship, It all starts with trust. As the 2016 Employee Job Satisfaction and Engagement Report from the Society for Human Resource Management (SHRM) founded that, nearly 55 % of the 600 surveyed employees said that trust and relationship between employees and management is very important to their job satisfaction.

Reference

Amstrong ,M (2009) Armstrong’s Handbook of Human Resource Management Practice ,Kogan Page 11^th ed.,UK

Bahreini, S (2017) Employer-Employee Relationships Through Technology. Forbes. [online] Available at: https://www.forbes.com/sites/theyec/2017/08/23/four-tips-for-improving-employer-employee-relationships-through-technology/#66a392276f01 [Accessed 05 Jun. 2018].

CIPD (2018)Employee relations : an introduction, CIPD, London

Macneil, R (1985) Relational contract: what we do and do not know, Wisconsin Law Review, pp 483–525

Rousseau, D and Wade-Benzoni, K A (1994) Linking strategy and human resource practices: how employee and customer contracts are created, Human Resource Management, 33 (3), pp 463–89

Rousseau,D (2004) The Academy of Management Executive (1993-2005),Vol. 18, No. 1 (Feb., 2004), pp. 120-127: Academy of Management. Available at:  https://www.researchgate.net/publication/277673774_Psychological_Contracts_in_the_Workplace_Understanding_the_Ties_That_Motivate[Accessed 16 June. 2018].