EMPLOYEE-EMPLOYER RELATIONSHIP. HOW TO FIND THE BALANCE

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It has been known for a long time that good relationships between employer and employee often contribute to greater employee satisfaction and substantially improved productivity. An employer’s relationship with their employees has to be nurtured and taken care of in order to be beneficial for both individuals; their co-workers, and the company as a whole. This will however create some stability and balance as they work to increase productivity. Discussed below are some ways to achieve a balance in an employer-employee relationship.
Mutual reliance. There should be a balanced amount of reliance on both employer and employee. For the good of the company, the employer relies on the employee to do his or her job well; the employee relies on the employer to treat them equally and pay them equitably. When that mutual dependence is imbalanced or one-way, there will eventually be issues. The employer will begin to feel that the efforts of the employee are no longer important to the business and find them to be disposable, while the employee may no longer value their work and begin to disengage himself. When one of these issues happens, it is time for the employer to re-evaluate the position of the employee at the company, whether a new arrangement can be reached or if it is time to break up ways.
Mutual respect.

Instigating a closer interaction with the workers to the point of socializing with them outside of the job is perfectly good. This is particularly common in small companies and start-ups. Yet even in this comfortable environment, maintaining the conventional hierarchical structure is important and fostering awareness of this in the workers. Employees should give the accorded respect to their employers irrespective of their relationship with them, as employers also ensure to retain the traditional hierarchical structure in the work place. In this way, there will be a balance.
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Openness and communication. Any healthy working environment involves openness and transparency. Employers can help build a platform of transparency and honesty by candidly asking workers about their lives, families and interests. Employees can in return contribute to this environment by being honest about their life outside of work. Openness and communication are much more critical in circumstances which are sensitive to the organization, or which involve a serious approach otherwise. It might mean, for workers, telling their employer of a family situation that could affect their results, or a desire to pursue a new career.

If it comes to the latter, employers should not prevent their workers from leaving but they should understand and support their natural desire to progress. Also, managers are expected to keep their workers in the business loop and seek their input in important company decisions. Not encouraging the workers to play an active role in the company’s development would not only waste valuable input and resources, but can also cause them to disengage themselves.

Gratitude. There should be appreciation on both sides of the relationship, but it is undoubtedly the employer ‘s greater duty to consider and acknowledge outstanding efforts on the part of their employees. When employees consistently deliver and receive little or no appreciation, it can become very easy for them to become disheartened, frustrated, and apathetic about their job, which destroys productivity. A simple thank you always suffices, and this works both ways, but employers may want to consciously reward their workers for a truly excellent job. A discreet gift may be enough, although others might enjoy recognition in the workplace.

Many companies also hold annual awards ceremonies in which outstanding employees are publicly honored for their accomplishments. Employees may at a point also surprise their employees in many different ways just to appreciate them, and this actually creates some friendly relationships on both sides. Generally, appreciation and acknowledgement makes people realize their value and continue positive behavior and efforts.
It is simply not enough to draw up a workplace code of ethics, or a set of rules or regulations outlining the ideal nature of partnership between employer and employee. Natural behaviors are established only in practice, and managers may always hope to promote such activities by leading by example.

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