Security of Employment,
the quality of the working environment and work life balance (Armstrong, 2008).
Opportunities of employment are shared equally, learning and development for
the individual, the employees often look to respect the employees of the
organization regardless of the management hierarchy and employees wants to be
protected from harmful activities such as bullying, harassment and
discrimination (Armstrong, 2010). Employee expectation plays are key role as to
whether they are spoken or unspoken, met or unmet, expectations a have a
significant effect on the thoughts, behavior and the feeling of the employee, moreover
these expectations will have a direct impact on the driving attitudes in
meeting the business objective furthermore in a typical work environment there
are certain expectations that are clearly understood by both the employer and
employee (Amu et al, 2005).
The expectations of the
employers are static and stable across the entire organization furthermore the
set of expectation of the employers are clearly dealt with the company
handbooks, clear job description, work schedules, rules and job standards;
which are needed to run the organization smoothly and profitable, even though
the work expectation of the employers are clear, the expectations of the
employees are not static or stable since work expectations is a function of
many variables such as personality, work experience, culture (Okwonsor, 2007).
Employees have
expectation which is pivotal for the source of employees motivation, attitudes,
feeling and behaviors therefore if the expectations are met then the
performance of the employees increases which is a benefit for the organization
furthermore employees have expectation for career growth in addition the
employer’s organization expectation should be matched (Oginni and Oluwayemi,
2018). Employers often face employee’s problems which will directly impact on
the organization such as productivity, issues of morale, poor performance
(Plump, 2010).
Maslow's Hierarchy of Needs
Figure 1: Maslow’s hierarchy of needs
(Source: McLeod,
2007)
Physiological
needs are the basic needs that are
required for human survival, this is the initial stage in Maslow’s hierarchy of
needs, such as food, air, water and shelter furthermore according to Maslow the
organization must provide employees with a decent salary to afford adequate
living conditions (Lam and Tang, 2003). The Basic level of physiological needs
that should be addressed is wages furthermore once the employees are fairly
paid, they will not spend inordinate amount of time thinking about their
salaries (Stephens, 2000).
Safety needs are the next set of needs that needs to be fulfilled
according to Maslow’s hierarchy of needs these need are such as job security,
secure working environment. Provision of necessary opportunities of learning,
training and development, job security, promotions all lead to a positive
physiological contract (Armstrong, 2010).
Social needs are the third set of needs according to Maslow’s
hierarchy of needs moreover these set of needs are activated once the safety
needs are been met. Social needs are affiliated that the needed to be loved and
accepted by the people (Jerome, 2013). In addition when refer to the
organization context these needs should be fulfilled by encouraging the
employees to participate in social events and the bond between the coworkers
(Zameer et al, 2014).
Esteem needs are the fourth set of needs that needs to be
accomplished once the social needs are met, it include the need of
self-respect, confidence and recognize achievements. If the employees
decisions, ideas and concepts are not taken into account, then the involvement
of the employee disappears and they feel misunderstood and unappreciated (Benson
and Dundis, 2003).
Self-actualization this is
the last level of Maslow’s hierarchy of needs, this is where the individual has
reached his/hers fullest potential moreover self-actualized employees are added
value to the organization (Kaur, 2013).
Practical
approach on employees and employer’s expectation and how Maslow’s hierarchy of
needs are fulfilled in the organization. Maslow’s Hierarchy of needs will be compared against with E-W Information Systems Limited on how they fulfill the needs of
the employees; Physiological needs which are the basic needs are fulfilled
since a decent salary is being paid for the employees then the next set of
needs are the safety needs, where after a probation period of six months the
employee become a permanent employee therefore the burden of losing the job is
fulfilled furthermore Social needs of the Maslow’s hierarchy of needs are
addressed by a cooperative and good working relationship within the
organization, in addition the esteem needs are fulfilled by vehicles, fuel and
vehicle maintenance allowances for the executive management level.
Conclusion
and Recommendation
In
conclusion the expectation of the employees are to fulfil their needs and to
climb Maslow’s hierarchy of needs and the expectation of the employers are
static and stable. It is recommended that the management of
the organization during the recruitment process to understand the work
expectations of the employee and analyze the whether the candidate is suitable
for the job role is given to the employee. The expectation of the organization
and the facilities offered by the information and communication technologies
makes it necessary in changing teaching practices
(Oluwayemi, 2018). Recommendation in improving the expectations of the
employees through Maslow’s hierarchy of needs, when taking in to account the
real world context and how E-W Information Systems should improve, the basic set of needs according to Maslow's hierarchy of needs is the physiological needs, although employee obtain a salary
end of each month, they too have money urgencies therefore it is recommended to
provide a salary advance during the middle of the month. Safety needs, it’s
recommended to train and develop the employees which will enable a skilled and
motivate workforce (Armstrong, 2010). When an individual or group of
individuals reach esteem needs this will mainly be the executive management, should be given motor
cars on loan basis and the company will bear the cost in paying the loan.
List of References
Amu, O.O., Adeoye, O.A.
and Faluyi, S.O., 2005. Effects of incidental factors on the completion time of
projects in selected Nigerian cities. Journal of Applied Sciences, 5,
pp.144-146.
Armstrong, M. (2010). Armstrong's
essential human resource management practice: A guide to people management.
Kogan Page Publishers.
Benson, S.G. and Dundis, S.P.(2003).
Understanding and motivating health care employees: integrating Maslow's
hierarchy of needs, training and technology. Journal of nursing
management, 11(5), pp.310-305.
Jerome, N., (2013).
Application of the Maslow’s hierarchy of need theory; impacts and implications
on organizational culture, human resource and employee’s performance. International
Journal of Business and Management Invention, 2(3), pp.42-43.
Kaur, A. (2013). Maslow’s need
hierarchy theory: Applications and criticisms. Global Journal of
Management and Business Studies, 3(10), pp.1061-1062.
McLeod, S., 2007. Maslow's hierarchy of needs. Simply Psychology, 1.
Okwonzor, K. P. (2007). Human Resources Management in
Action. Abeokuta: Afamt Printing Press Ltd.
Oluwayemi, O.B., Olaniyi, D.E. and
Cecilia, O.A. (2018) The Role of Employee’s Work Expectations in Job
Satisfaction and Labour Turnover in the Service Industry: A Case of Selected
Organisations in Lagos, Ogun and Oyo States Nigeria. World Journal of
Business and Management, 4(1), pp.3-7.
Plump, C.M. (2010) Dealing with
problem employees: A legal guide for employers. Business Horizons, 53(6),
pp.567-594.
Stephens, D.C.(ed), (2000). The
Maslow business reader. John Wiley & Sons.
Zameer, H., Ali, S., Nisar, W. and Amir, M.. (2014) The impact of the motivation on the employee’s performance in beverage industry of Pakistan. International Journal of Academic Research in Accounting, Finance and Management Sciences, 4(1), pp.283-290.
Zameer, H., Ali, S., Nisar, W. and Amir, M.. (2014) The impact of the motivation on the employee’s performance in beverage industry of Pakistan. International Journal of Academic Research in Accounting, Finance and Management Sciences, 4(1), pp.283-290.
Lam, S. and Tang, C. (2003)
Motivation of survey employees in construction projects. Journal of
geospatial engineering, 5(1), pp.61-62.
Rochana, expectations of employee and employer is very necessary to achieve the business objectives. According to Ayinla (2006), although employer expectations are relatively static employee expectations maybe vary in situations such as rewards to performance, training and development opportunities, promotions, recognition, respectful treatment , job security and job satisfaction. Oluwayemi et al. (2018) found out that work expectations are the strongest factor that influence job satisfaction and reduce staff turnover. Expectations play a key role towards meeting business objectives (Adeoye,2005).
ReplyDeleteYes, I agree chathurika expectations of employee and employer is very necessary to achieve the business objectives, all employees have expectations that they want their employer to meet during the course of employment and vice versa, all employers have expectations that they want employees to meet moreover these set of needs should be clearly available to employees for better understanding of work situation (Okwonsor, 2007). Furthermore according to Maslow’s hierarchy of needs, when the career development programs initiated by the company fail to satisfy employee’s career needs and goals, their stress level increases therefore if the gap increases over time, it will lead to growing levels of employee dissatisfactions and thus lead to negative work attitudes which will ultimately lead to labour turnover (Chang and Yeh 2004).
DeleteDear Rochana," Employee Law in Action ",( 2018 ) Magazine says that a Employee hand book is essential for an organization. Because a company employee handbook can seem like a daunting task, but having one brings many benefits. It establishes how a company complies with employment legislation, the standards it expects from management and employees within the organization, and how complaints from the employee or organization will be addressed.
ReplyDelete6 Reasons why your organization should have an Employee Handbook:
1. Introduces employees to your ethos and values
Perhaps one of the most important aspects of your handbook is to clearly communicate to new employees what your company goals and values are.
• What do we do that sets us apart?
• How did the company get here?
• What are we passionate about?
It is important to the success of the business that new employees ‘buy-in’ to the company objectives.
2. Communicates to employees what is expected of them
A well-written handbook provides employees with a clear understanding of the working relationship and emphasizes the organization's expectations. It informs employees about:
• The procedures for requesting time off or a holiday.
• Procedures for unscheduled absence (sickness), whom they should contact, and what the timing should be.
• The key people in the organization to turn to if they have any questions or concerns.
• Expectations regarding employee behavior
• Employee dress code (e.g. uniform or casual Fridays)
The handbook also serves as an extension of the organization's policies and procedures. By providing clear, accessible information, handbooks ensure that everyone knows exactly what’s required of them and allows employers to present their expectations in a comprehensible and consistent manner.
3. Ensure key company policies are clearly and consistently communicated
A handbook should accurately communicate your organization's policies regarding employment, conduct and behavior, compensation, and other policies and procedures you follow. Most employee handbooks will include the following:
• Dismissal and Disciplinary Procedure
• Drug and Alcohol Policy
• Staff Telephone, Email and Internet Policy (including the use of personal mobiles)
• Equal Opportunities Policy
• Flexible Working Procedure
• Grievance Procedure
• Health and Safety Policy
• Maternity, Paternity, Adoption and Parental Leave
• Redundancy Procedure
• Staff Sickness and Absence Policy
• Data Protection Policy
• Whistleblowing Policy
Most importantly, managers can refer to the handbook when answering questions or making decisions and ensure their answers and actions are consistent with your policies and best practices.
4. The benefits you offer
Does your organization offer paid lunch breaks, health insurance, paid parental leave or any other benefits to employees? Ensure employees are aware of these benefits and the eligibility requirements by documenting them in the handbook.
5. Guidance for managers
Yes Hemendra, I agree that Employee hand book is essential for an organization. Employee handbooks are a common source of an implied contract right to job security as well as the transformation of employee handbooks from gratuitous expressions of employer policy to enforceable legal obligations in addition, the handbooks typically include rules concerning expected employee behavior, disciplinary procedures, and compensation schedules, fringe benefits plus sick leave and vacation (Befort, 1991).An employee handbook is an important communication tool that introduces employees to a company’s values, programs, benefits and policies furthermore a well written company handbook, could be useful and important resource that can solve a question that the employee might have moreover a handbook that explains the relevant laws that do apply and showcases the company’s benefits can go a long way in making sure employees understand company expectations and offerings (Henckel, 2018).
DeleteDear Rochana, according to Ayinla (2006) the expectations in the workplace are mutually exclusive between employees and the employers but the dynamism involved in these expectations is however different. In the views of Greene in Ayinla (2006) the expectations of employers are relatively static and stable across the nature of the organisations and businesses which revolves around and established in a variety of ways, including well-written company handbooks, clear job descriptions, work schedules, rules and job standards that need to be met for business to run smoothly and profitably. Akinkunmi (1999) opinion was in support of this, when he asserted that the knowledge of the basic work expectations by employer and employee will open the door to mutual understanding, identify their expectations and discover which expectations they consider most important, get feedback on how to communicate their expectations to others, take steps to get their expectations met.
ReplyDeleteYes Shameer, in the work of Mumford (1991) in a related area, employee’s job satisfactions were examined in two ways of which what the organization requires and what the employee is seeking is one of the two ways which are the work expectations. There is still a common level of expectations that provided a leverage to match the employee’s expectation with that of the employers thus enable the two parties to work harmoniously such as job security, training and development, welfare package, safety in workplace, loyalty and integrity as well as punctuality (Momud, 2010).
DeleteRochana Employee and Employer expectation In a typical work employment situation of any given organization, there are usually certain expectations that are clearly understood by both employer and employee (Adeoye, 2005). These certain expectations may be visible, According to Ayinla (2006) the expectations in the workplace are mutually exclusive between employees and the employers but the dynamism involved in these expectations is however different. In the views of Greene in Ayinla (2006) the expectations of employers are relatively static and stable across the nature of the organisations and businesses which revolves around and established in a variety of ways, including well-written company handbooks, clear job descriptions, work schedules, rules and job standards that need to be met for business to run smoothly and profitably. However, the expectations of workers.
ReplyDeleteYes Amali, Human Resource strategies, policies and practices are introduced and maintained which enhance the employment relationship develop a positive psychological contract and cater for everything concerning the employment, development and well-being of people and the relationships that exist between management and the workforce (Armstrong, 2010). There are certain expectations of the employees has to be met initially in order to move to the next set of expectations according to Maslow’s Hierarchy of needs (Macleod, 2007). Employees job satisfaction and organizational commitment is key exemplified in the seemingly observed relationship between the lower levels of job satisfaction and commitment, and negative symptoms of absenteeism, grievance expression, tardiness, low morale and high turnover moreover job satisfaction and organizational commitment are important indicators to managers because of the desire to retain a stable and committed workforce (Mosadeghrad et al, 2008).
DeleteIn accordance to Ryall (2003) employees were occasionally found to exert subjective rationality based onto their expectations regarding the professional environment, incorporated their competitors’ operation, which can otherwise possess a self-fulfilling influence onto employees’ assessments of specified and organizational performance. It was found that organizational rules played a very pivotal role in building the expectation of employee and employer it was observed that after training has been provided to employee an employee expect there should be less rigidity in adherence of organization rules and norms of the organization simultaneously the employers regards such expectations to be irrelevant, In the opinion of Nigro et al. (2007), management was unable to know what employees value and those things must be taken in consideration by human resource management because staff has “needs that they want to satisfy, that they are able rationally to calculate expectancy and instrumentality, and shall behave accordingly.
ReplyDeleteYes Jancy, Basic work expectations should be known by employer and employee will open the door to mutual understanding, identify their expectations and discover which expectations they consider most important, get feedback on how to communicate their expectations to others, take steps to get their expectations met furthermore it will also adjust their expectations when appropriate, improve their outlook and enhance their attitude toward work, enjoy the benefits of increased job satisfaction and improved performance (Akinkunmi, 1999). In a typical work employment situation of any given organization, there are usually certain expectations that are clearly understood by both employer and employee moreover these certain expectations may be visible, expressed or implied and the visible ones include wages and salary, hours of operations, duties and responsibilities as well as rules and regulations designed to build the relationship in form of interaction between the employer and employee with cumulative effect on the level of job satisfaction and labour turnover (Adeoye, 2005).
DeleteDear Rochana, as you have mentioned, employee expectation plays a key role in an organization. If employee expectations are not met, employees may experience a break in the psychological contract (Megan and Kristian 2017).
ReplyDeleteThis leads to reduction in employee productivity because they do not believe they are receiving adequate compensation for the work they are providing, or the employer becomes gradually frustrated as the output of their employee does not meet their expectations (Robinson and Rousseau, 1994; Rousseau and Tijoriwala, 1999; Turnley and Feldman, 2000).
Yes Nipuni, Psychological contracts consist of individuals beliefs regarding the terms and conditions of an exchange agreement between themselves and their organizations (Rousseau, 1989).Furthermore when the psychological contract is violated there are issues which leads to reduced job satisfaction, reduced organizational trust, increased turnover, decreased feelings of obligation to one's employer, reduced willingness to participate in organizational citizenship behaviors, and decreased work performance (Robinson, 1995). Moreover due to psychological contract violations lead to lower trust in the organization and a sense of unmet expectations, and those reactions, in turn leads to poorer job attitudes and job performance (Turnley and Feldman, 2000).
DeleteDear Rochana ,It is vital to understand employee expectations in order to achieve organization goals and objectives .A need is an internal state that makes certain outcomes appears attractive. An unsatisfied need creates tension that stimulates drives within an individual to find particular goals that if attained will reduce the tension (Ball, 2013). Ward et al (2009) stated that the psychological definition of a need is that it is a trait that impels an individual to pursue a goal through an action that also gives purpose, meaning and direction for the behavior of the individual.
ReplyDeleteApart from Maslow’s hierarchy of needs , there could be various ways to define employee expectations. Alderfer’s ERG model ,
Clayton Alderfer (1969) condensed Maslow’s five need categories into three: Existence needs, Related Needs and Growth needs. The existence needs included survival needs, safety, love and affection. Related needs corresponded to Maslow’s third and fourth level needs of social and external esteem, relatedness, recognition and praise. The growth needs are internal esteem and self-actualization, which propel a person to productive effects to himself and his environment. The three main differences between Alderfer and Maslow’s theory is that the ERG model does not have some sort of hierarchy according to concreteness but it also allows for order of needs to differ for different people. Second, if a relatively more significant need is not gratified, the desire to gratify a lesser need will be increased. And third, a lower level need does not necessarily have to be gratified for a higher level to become relevant (Ball, 2013). .
Yes Nadeesha, Robinson (1996) examined trust and unmet expectations as potential mediators of the relationships between psychological contract violations and employees subsequent contributions to their organizations. Furthermore emerging from the employee-employer relationship in the workplace is contractual expectations where employee expects the resultant of work activities to meet his or her needs and be identified with the organization till retirement while employer expects loyalty and hard work till retirement (Ayinla, 2006). Moreover work expectations are those things people consider likely to happen in their job situation either now or in the future (Balogun, 2004). The ERG theory is an extension of Maslow's hierarchy of needs, where Alderfer suggested that needs could be classified into three categories, rather than five. These three types of categories are existence, relatedness, and growth, expanding the categories; existence needs are similar to Maslow's physiological and safety need categories, relatedness needs involve interpersonal relationships and are comparable to aspects of Maslow's belongingness and esteem needs, growth needs are those related to the attainment of one's potential and are associated with Maslow's esteem and self-actualization needs furthermore the ERG theory differs from Maslow's hierarchy of needs as the ERG theory suggest the lower levels of needs should not be completely satisfied for the upper level needs to be motivational also if the upper level needs could not be achieved leads the person to regress and lower-level needs become the major determinants of their motivation (Reagan,2009).
DeleteDear Rochana, according to Plump (2010) employers often face problems associated with employees such as productivity, issues of morale, poor performance and other problems. According to Vilka and Pelse (2012) “Deficiency of employability capacity” conclude that the
ReplyDeleteintegration of younger people in the Latvian labour market has a serious impediment – “expectation gap” which refers to the distinction or deviation between mutual expectations. According to the research in this area, the employability “expectation gap” is characterised by way of a range of factors including the following:
lack of the individual factors of employability in young people,
• employers’ focus on individual employability factors such as priority for personnel selection,
• a difference in perceptions of work by young people and employers,
• different objectives in the employment relationship for instance, employee focus on salary, while employers subordinate concerns about the salary to the individual personality qualities such as ambitions, sense of responsibility, good attitude and loyalty to the employer, etc.
Niroshini, the knowledge of the basic work expectations by employer and employee will open the door to mutual understanding, identify their expectations and discover which expectations they consider most important, get feedback on how to communicate their expectations to others, take steps to get their expectations met moreover It will also adjust their expectations when appropriate, improve their outlook and enhance their attitude toward work, enjoy the benefits of increased job satisfaction and improved performance (Akinkunmi, 1999). Moreover a wide range of factors that influence productivity of job performance; the more determining factor ability and motivation also high morale plays a great role in raising productivity also individual traits of the role occupant and occupational differences of the employees all have a significant effect on the performance – satisfaction linkage (Lawler, 2009).
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ReplyDeleteHi Rochana,Practical approach on employees and employer’s expectation in today it’s a known fact that an organization’s competitive success is achieved through people. Many organizations invest much on training, expecting that training will transform the employees’ performance and hence the firm’s productivity (Yamnill & McLean, 2001). There is powerful agreement that acquisition of information, abilities, behaviors, and mind-set is through training, training is of little worth if the new characteristics are not generalized to the job setting and are not sustained over time (Kozlowski & Salas, 1997). Simply, training is ineffective if it will not be converted into better organizational practice (Yamnill & McLean, 2001). According to Swanson (1995), for human resource development to become a vital organizational function performance is the key. Therefore, if organization accept as factual that training really makes a distinction in organizational and employees efficiency, organization should realize how to support and cascade of training in organizations. Managers should present constant response to let workers understand if their performance is in accordance to the established measures, founded on expectancy idea (Porter & Lawler, 1968) and equity idea (Adam, 1963). Employees’ opportunities for progress and growth within organizations also factor into composing competitive organization environments. Full career growth opportunities, such as career growth and training, were observed as a motivator for staff to boost their dedication to organizational performance (Kim, 2010). According to Lemire, Saba & Gagnon’s study on Quebec’s civil service (1999), the career expansion plateau had adverse influence amidst on workers considering company’s promise to the association, work environment and aim to stay in the organization.
ReplyDeleteFurther One of the most important success factors of each business is competitive and qualified labour force and the ways and means of obtaining it are researched worldwide in all continents from different aspects and angles. Researchers of the United States have found that rapidly expanding attempts to use company websites to e-recruit job applicants have in many cases resulted in poorly qualified individuals (Mauer & Cook, 2011). The research results in France have proved that there are different views on the role of employer’s beliefs in the evaluation of education output (Bailly, 2008). New forms of vocational education have a significant coverage on education issues, like work-based learning, developing skills
via work placements in different fields (Paisery & Paisery, 2010).
Yes Riccardo, training is one of the most frequently utilized human resource development interventions, thus drive to improve job performance, the skills and behaviors learned and practiced during training have to be transferred to the workplace, maintained over time and generalized across contexts (Holton & Baldwin, 2003). Moreover according to Burke and Baldwin (1999), there is much evidence suggesting that a considerable part of organizations investment in training does not result in optimal transfer. Furthermore all organizations encounters the matter of motivation irrespective whether they are public or private sector (Chintallo & Mahadeo, 2013). In addition the word motivation is derived from motive where the meaning of motive is needs, wants and the desire of the persons therefore employees motivation means the process in which organization inspiring our employee with the shape of rewards, bonus for achieving the organizational goals (Chaudhary & Sharma, 2012).
DeleteAs you mentioned Rochana, there are certain factors that enhance the Employee-employer relationship and the job satisfaction.
ReplyDeleteEmployee–Employer relationships involve psychological contracts which based on explicit or implicit promises conveyed by the employer to provide on what employees are entitled to receive, or should receive. Breach occurs when organizations fail to fulfill obligations, misunderstanding or reneging between what was promised and what has been experienced. This feelings of disloyalty, anger, and resentment will lead to behavioral and attitudinal reactions such as drop of productivity and commitment (Levyd et al., 2009). Employer attractiveness refers to the entire organization. Its focal attention drags to its leadership while ensuring competitive advantage. The concept of an attractive employer is focused on the organizational core values such as integrity, respect, honesty, trust, collaboration and providing on-going open two-way communication to all employees to ensure almost exclusively a great place to work (Vaikasienė et al., 2014). As explained in Herzberg’s theory, a two-dimensional paradigm of factors namely hygiene and motivational factors affect the attitudes about work. Presence of hygiene factors such as company policy, working conditions, interpersonal relations, salary and supervision may not motivate or create job satisfaction but the absence of them can create job dissatisfaction. Motivators which enrich employees job such as recognition, achievement, advancement, responsibility and the work itself are the determiners of job satisfaction (Gawel, 1997).
Nilmini,the psychological contract can be defined as “an individual’s beliefs about the terms of the exchange agreement between employee and employer (Rousseau, 1989). The nature of psychological contract is subjective to perception which differs between individuals, also the psychological contract is dynamic, which means it changes over time during the relationship between the employer and employee (Rousseau, 1995). Moreover the contract concerns mutual obligations, based on given promises, in which both parties invest in their relationship with the expectation of a positive outcome for them. (Anderson & Schalk, 1998). Furthermore Motivation will lead to the fact that employees of the organization will seriously and effectively do his duties and responsibilities (Azar and Shafighi, 2013). Attractive Salaries is a valuable tool and play an important role to increase employee’s performance and also increases the productivity of the organization (Muogbo, 2013).
DeleteDear Rochana as you correctly said According to Ayinla (2006) the expectations in the workplace are mutually exclusive between employees and the employers but the dynamism involved in these expectations is however different. In the views of Greene in Ayinla (2006) the expectations of employers are relatively static and stable across the nature of the organisations and businesses which revolves around and established in a variety of ways, including well-written company handbooks, clear job descriptions, work schedules, rules and job standards that need to be met for business to run smoothly and profitably. However, the expectations of workers are not static nor stable because the work expectations is a function of many variables such as personality, work experience, family background, culture, situation as well as peer influence (Akinkunmi, 1999; Okwonsor, 2007). All these put together will definitely determine the level of premium placed on the inherent elements of employee’s expectation such as commensurate pay with performance, opportunities for training and development, opportunities for promotion, recognition for innovation or new idea, interesting tasks, dignity and respectful treatment, attractive benefits package, reasonable job security, loan facility, power and authority, a pleasant and safe working environment as well as quality of working life (Ayinla, 2006). Okwonsor (2007) assertion supported the views of Ayinla (2006) that all employees have expectations that they want their employer to meet in the course of employment and in the same vein, all employers have expectations that they want employees to meet which is visible and made available to employees for better understanding of work situation. On many occasions, the work expectations of employees do not have a clear-cut yardstick as what an individual perceived as work expectations today if the same individual is asked tomorrow the list is at variance again Baker (1996).Akinkunmi (1999) opinion was in support of this, when he asserted that the knowledge of the basic work expectations by employer and employee will open the door to mutual understanding, identify their expectations and discover which expectations they consider most important, get feedback on how to communicate their expectations to others, take steps to get their expectations met. It will also adjust their expectations when appropriate, improve their outlook and enhance their attitude toward work, enjoy the benefits of increased job satisfaction and improved performance (Macrothink institute ,2018)
ReplyDeleteyes Shanaka, the expressed and implied expectations are other expectations that are intimately linked to individual’s level of experience and concept of work that often go unspoken or acknowledged therefore giving room for miscommunication, misunderstanding and sometimes conflict (Adeoye &Williams, 2007). Furthermore the difference in the level of expectations is deeply rooted in individual difference as postulated by Akinkunmi (1999) which is as a result of family background, perception, situation, environment and peers influence. However the most basic elements involved in the employee’s expectation are salary and benefits which are the obvious compensations that an employee expects from their respective employer but there are an unseen set of immaterial things that can provide job satisfaction (William, 2009).
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ReplyDeleteDear Rochana,
ReplyDeleteAgreed with your thoughts. When it comes to the operations, the employee or the human capital could be identified as one major resource for the business. However, the productivity of the humans is mainly different from other all resources where the motivation will drive the entire productivity levels of the business and it is obvious that the productivity of the human capital will lead to the success of the organizations (Shuck & Reio, 2011). Like the organization success, an individual could develop and go for the success with the higher level of commitment and the passion.
Asela, employee’s motivation and their ability collectively participate into employee’s performance and in their difficult task given by the manger are to purposely get maximum productivity (Iqbal et al., 2012).Furthermore a motivated employee has their own goals aligned with those of the organization and directs their effort in the direction of the organization moreover these organizations are more successful, as their employees continuously look for ways to improve their work however, getting the employees to reach their full potential at work under stressful conditions is a tough challenge, but this can be achieved by motivating them (Kalimullah, 2010).
DeleteDear Rochana,
ReplyDeleteAs you are aware, nowadays human resources are being recognized by increasing number of establishments all over the world as their most important asset. Firstly the ability to select, attract and retain the right employees “Right Fit” is vital to the success of an organization and causes new challenges and higher importance of HR professionals in organizations. On the other hand there is also increasing struggle among the employers through their reputation and branding (Gotsi & Wilson, 2001) when have to look for a “secret sauce” (Sartain & Schuman, 2006, p. V), or refer to be an employer of choice (Sutherland, Torricelli & Karg, 2002). Some features of the competition come from the inside of organization, while the most of them seem in the form of various rankings or award, such as “Fortune Best Companies to Work For”, “Great place to Work”, “Top employers” . A research done by Jackson Organization (Cooper, 2012) shows that companies that well appreciate employee value enjoy a return on equity and assets more than triple that experienced by companies that don’t. According to B. Winn (2013, p. 20), the brand of the attractive employer is important because of the changes in essential employee’s intention – employees identification with and attachment to the organization, employee turnover determined and how productively they use their flexible time. Therefore employer’s attractiveness has becoming more and more ‘hot topic’ in the business and corporate world and many organizations all over the world emphasis on the concept of an attractive employer or the best place to work or Best Employer status striving to differentiate themselves from their opponents. Thus the employer attractiveness’ topic has been highly discussed for the past decades in scientific literature. Most of the attention has been paid to in-depth academic discussion on concept of an attractive employers as well as recognizing the main characteristics of an attractive employer/organization (e.g.: Highhouse et al., 2003; Backhaus & Tikoo, 2004; Berthon et al., 2005; Joo & Mclean, 2006
Nishan, Human Resource Management is an approach to the management of people, based on four fundamental principles. First, managers should take into consideration that human resources are the main asset a company has. Second, the personnel’s attitude and procedures should be closely connected with the accomplishment of the corporate objectives and goals. Third, the organizational climate, company values and atmosphere at the work place have a major influence on the success of the corporation. Finally, it is very important that employees work together with a sense of common purpose and feel the integration (Sarma, 2008). Furthermore HRM goals are achieved through basic operative functions: Staffing, Training and Development, Motivation, and Maintenance (DeCenzo and Robbins, 2009). According to Dubin (1974), “motivation is the complex of forces starting and keeping a person at work in an organization”. According to this definition it can be said that motivation combines a lot of diverse elements which can be of help in the employee retention. Moreover the main purpose of motivation is to make people work with interest, enthusiasm and initiative, responsible, disciplined and loyal toward the company (Sarma, 2008).
DeleteA resourceful blog Rochana. Also In order to characterize the employer-employee relationship, including mutual expectations, the term “work culture” is used, but additionally, in order to determine the mutual interaction of the employer and the employee, several associated terms such as “corporate culture”, “organizational culture” are used which, in fact, determine and include similar and inter-related parameters describing the work culture. Dauber et al. (2012) view the organizational culture as one of the most essential factors to analyse different aspects of an organization. The authors emphasize that organizational culture is rooted in the theory of culture pointing out that organizations need to have values, norms and regulations accepted in society and which ensure social and financial survival.7 Ghosh and Srivastava (2014) characterize organizational culture as a system with uniform values, norms, perspectives, behaviour and practices, which result in the need for certain organizations to create meaning for the organization’s work and for the employees themselves.
ReplyDeletePrashantha, Organizational culture is described as the behavior or interaction of humans within an organization (Needle, 2004). There are many researches that have linked culture in the organization with many different organizational behaviors moreover this has been recognized that there is a correlation between culture of organization & employee job performance (Sheridan, 1992), decision making (Gamble & Gibson, 1999) and productivity (Kopelman, Brief and Guzzo, 1990). Furthermore good physical environment can be highly attracted by the employees there by having its comfort in there mindset which leads to motivating employees to boost the organizational performance and set goals moreover an employee can get satisfied on the environment which they work, as this physical element plays very important roles on employee’s performance (Adeoti and Isiaka, 2006).
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