How to Develop a Healthy Employer-Employee Relationship
How important do you consider Employee Relations? What advice do you have for HR people seeking to become more effective Employee. Prediction of employer-employee relationships from sociodemographic variables and social values in Brunei public and private sector workers. Abstract- Employer employee relationship is the one of the .. egauteng.infoot. com//12/egauteng.info
You might think you are encouraging him by posting a list of top 10 sales advisers in the office when you are actually discouraging him. His motivation is centered on being of service, mutual help and teamwork. There are questions you need to ask yourself. Would it take your employees less or more time to recover from a stressful situation than you would think? Are they receiving the encouragement they need? Do they need that extra pat on the back every now and then?
Employer Employee Relation Importance
Precisely, collaboration problems create serious waste of time and energy and can lead to conflict. How do we close this gap?
The 2 selections gave us a composite sample of labor force from both sectors of the Brunei economy public and private. Based on our 4-point inclusion criteria, we selected only those people who met the following conditions: No other inclusion and exclusion criteria were applied beside these. The demographic composition and personal characteristics of the participants are presented in Table 1. In addition, each respondent gave both a verbal consent and written agreement for participating in the study.
[Full text] Prediction of employer-employee relationships from sociodemographic va | PRBM
The researchers constructed all the 16 items in Part A demographic questionnaire using sources from the literature review and their own conceptualization of the problem investigated.
Besides this, we also used 13 scales in Parts B—F of the instrument that measured a wide range of social values shown in Table 2.
Part B consisted of items pertaining to desirable behavioral values in Brunei that made up 4 subscales shown in Table 2. The items in Part B of the instruments were rated on 5-point Likert-type scales 1.
Not at all important; 2. Quite important; and 5. An example of one sample instruction and item to illustrate this section is as follows: The researchers constructed 73 of the items in Part B desired behavioral values. The items in Part C questionnaires were also rated on 5-point Likert scales 1. Not very important; 3. More or less important; 4.
An example of one instruction and item from this section is as follows: Part D had one item questionnaire that measured the level of interpersonal trust.
The items in this instrument were rated on 5-point semantic differential scales e. Do not trust at all 1—5 Trust completely. Most of the 10 items in Part D level of interpersonal trust were adapted from the Interpersonal Trust Scale.
The items in this instrument were also rated on 5-point semantic differential scales e. Not at all 1—5 Very much. All the items in this section were rated on 5-point Likert scales e. Conflicts and not getting along with co-workers [supervisor or boss] — 1. The items in these scales were derived from 5 main sources: Two main adaptations changes or modifications were made in all the borrowed items: First, all items were worded positively and did not need reverse scoring.
Second, we used only the Likert and semantic differential response formats. In the literature, for example, the Value Survey 21 requires the respondents to rank the values, whereas in our instruments, the participants were requested to rate the values either on Likert or semantic differential scales as these were easier to do for our participants than ranking concepts, some of which were very abstract.
In their comparative study on assessing values, Alwin and Krosnick 29 concluded that: Although ranking methods tend to be preferred for measuring social values, the empirical evidence available from past research suggests that rating techniques may be used just as effectively.
First, they are difficult and taxing to do when too many concepts are to be ranked. Third, they require the use of visual aids or show cards.
Fourth, the sum of ranks per respondent is affected by linear dependency. Ratings also have 2 main disadvantages discussed by Alwin and Krosnick. Second, they are prone to problems of response style or response set.
Employer Employee Relation Importance | Benefits of Employee Relations
The items in the scales for Rotter, Rokeach, and Braithwaite and Law are freely available in a book by Robinson and co-authors 20 while those from the World Values Survey 23 were available online for free open-access download.
Researchers are allowed to use items from all these instruments in their investigations, provided full acknowledgement is made. In addition, researchers are also free to make adaptations, modifications, or changes in the items to suit their contexts without written permission from the copyright owners. This sourcing procedure generated and provided a pool of initial items on various values that were subjected to exploratory factor analyses to determine their underlying constructs.
Prior to performing the factor analyses, the pooled items were categorized into 5 broad conceptual domains or themes Parts B—F as explained previously, based on their content descriptions, namely: The naming of factors or scales was largely based on content analyses of the item descriptions in the Brunei linguistic and cultural context. Because of extensive changes made to the borrowed items from published scales and inclusion of a large number of items composed by the researchers as well as those taken from the online World Values Survey, the 13 generated factors were quite different from the ones originally obtained by Rotter, Rokeach, and Braithwaite and Law.
The domains, factors with their scale names, number of items in each scale, and scale descriptive statistics are presented in Table 2 together with information on scale reliability and validity. Items in each scale were reasonably homogeneous or unidimensional, as indicated by the high adjusted or nonspurious item-total correlations.
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In addition, each scale or subscale had good internal consistency reliability as shown by the high Cronbach alpha coefficients. Furthermore, the domains and their scales or subscales had adequate construct validity revealed in Table 2 by the percentage of variance accounted. In addition to construct validity, we also examined the convergence and discriminant validity of the instruments presented in Table 2 by correlating the derived measures.
The psychological contract has been broken. Employees today have become demoralized by slowly rising salaries or, in some places, salary cuts.
They've grown tired of being flexible and working long hours, only to get disappointed when that flexibility isn't reciprocated by their companies in the way they want.
Employees can't be faulted for having certain expectations, and employers can't be faulted for making business decisions that are required for them to stay afloat in today's economy. Nonetheless, in many cases, trust has eroded.
Employees expect more and so do companies. Increased workplace competition is coming from many directions and will continue to change employee and employer perceptions about performance expectations, pay, working hours and everything in between. Not only is the work force getting older, as baby boomers stay employed longer, but the employees at the other end of the age spectrum, which make up a population about as large, the millennials, have different expectations and career motivations altogether.
More and more employees today expect greater say in how work is assigned and assessed and rewarded, and employers similarly want more from employees in the form of mobility, working hours and pay, because it will allow companies to remain nimble and productive during economic upturns and downturns.
This means that both employees and employers need to be flexible. To attract a healthy balance of the strongest millennials, baby boomers and generations in between, employers must consider what they will change or highlight about their work culture in order to attract the best talent. And continuously evolving markets and the exchange of certain types of jobs for others make it imperative that employees expand their skill sets and areas of focus, so that they can compete for jobs or new projects with greater success.
At the most innovative companies of the future, only two- and three-trick ponies need apply.