Employer and Employee Expectations of Each Other - Coursework Example

Employer and Employee Expectations of Each Other Name: Course: Tutor: Date: In an employment contract, both the employer and the employee hold certain perceptions or beliefs in regard to the terms and conditions relating to a reciprocal exchange. These beliefs or perceptions are called expectations. Both parties share different understanding of the contract or in other words, they hold different expectations about what each owes the other. The employer’s expectations become the employee’s responsibilities and employee’s expectations become employer’s responsibilities, but the expectations may not necessarily give rise to legal obligations (Mathibe, 2011). There is a likelihood of dissatisfaction where the expectations of either party are not fulfilled. The more each party feels that his/her expectations are responded to by the other, the more they interact and the relationship lasts longer. This paper discusses the different expectations that employers and employees have of each other, generally in terms of work and in terms of particular people and jobs. Specifically, it explores the expectations of employers in accordance with organisational strategy. Additionally, the paper examines the expectations of employees and the change in these expectations in the current labour market. Finally, it briefly examines how variations in these expectations may exist between business segments and communities. There are various expectations of employers from workers, usually in accordance with the organisational strategy. One of these is effective communication. According to Dainty, Raiden and Neale (2004, p. 33), employers expect workers to have the ability to organize thoughts and ideas effectively. They are expected to be able to express these ideas and thoughts effectively when speaking or in writing and to present these ideas in a persuasive way. Secondly, employees are expected to demonstrate self confidence when handling matters related to the organisation, (Dainty, Raiden & Neale, 2004, p. 33). This includes demonstrating a sense of maturity which will enable one to deal with situations and people positively and effectively. Further, workers are expected to always be willing to accept responsibilities related to their work. This includes the ability to recognize what needs to be done and to be willing to do it. Derr (2002, p. 124) notes that workers are expected by their employers to have high energy levels when engaging with other people and while undertaking their assignments within the organisation. They are expected to demonstrate forcefulness and the capacity to make things within the organisation move ahead. In addition, they are expected to maintain their work efforts and quality at an above average rate. According to Derr (2002), workers are also expected to have high levels of interpersonal skills. They are expected to be able to bring out their best efforts in groups and individually and to express enthusiasm when working as a team. In a study conducted by Dainty, Raiden and Neale (2004, p. 33) in India, most employers indicated that they expected their employees to show high levels of competitiveness while delivering their services within the organisation. They expected the workers have capacity to compete with others and to be willing to be measured by their own performance on top of others. According to Derr, (2002, p. 124), workers are expected by their bosses to have a high power of creativity and imagination. This implies an ability to confront and deal with problems that may not have obvious solutions. Problems creep up in organisations every day, especially those related to customer service. Such problems are likely to hinder business performance and can lead to an organisational downturn. Bosses require workers to be able to think on their feet and to be able and willing to come up with and to try new approaches in solving those problems (Walsh, 2009 p. 207). As well, employers expect their workers to be flexible to changes in working conditions in the organisation. They are expected to be supportive to positive change by being receptive to new ideas and situations. They are expected to realistically assess their own responsibilities, to see themselves as others see them and to clearly recognize their strengths and weaknesses. This implies an ability to demonstrate a high sense of self-knowledge. Mathibe (2011) noted that employers expect their workers to focus on achievement of goals laid down by an organisation during their tenure. They are expected to demonstrate the ability and will to work towards achievement of the specific objectives of the organisation, especially goals which challenge their abilities. Based on their organisational strategies, employers require their workers to be dependable (Walsh, 2009 p. 207). They expect them to show up for work on time, to utilize all the time agreed in their work and to beat deadlines in completing their work. Employers always want to be assured that their employees take their work seriously and demonstrate professionalism in their delivery of services. According to Walsh (2009 p. 207), workers are expected by their bosses to recognize the value of teamwork. Misunderstandings among employees can really hinder organisational growth. In order to ensure that the goals set by an organisation are efficiently and effectively achieved, employees need to work together as a team. Workers are expected by their bosses to have unity of vision with regard to the set organisational goals. Finally, employers expect their employees to respect them and to respect one another, though it is also important for the employers to respect them as well. This results in cohesiveness of the workforce as well as increased job satisfaction and better job performance among the employees. On their part, employees have different expectations of what their bosses owe them. First, they expect their bosses to give them an opportunity to develop their skills and talents (Stone, 2004, p. 83). They want to be given chance to work flexibly and in interesting and stimulating tasks which give them chance to develop their talents and skills. Further, they also require to be given reasonable an opportunity to use the knowledge and skills that they already have. Thus, employers have an additional responsibility which is to press the right buttons so as to create a culture that will inspire the workforce ­­__ a culture in which achievement is acknowledged and valued. Secondly, employees expect to be given a description of their job and to be informed of what their bosses expect of them as workers (Stone, 2004, p. 83). This includes explanations of the rules, policies of the organisation and of changes in duties. Further, according to Stone, (2004, p. 83), workers always want to know where they are going. Thus, they expect their employers to communicate the goals and mission of an organisation orally and/or in writing. They also expect to be provided with the already laid plans of achieving these goals. To meet this requirement, employers are expected to provide a written job description and/or a verbal understanding of the job, describing the aforementioned details. Broadbridge, Maxwell and Ogden, (2007, p. 523) conducted a study to find out the expectations of the employees from their employers in the United Kingdom. They found that workers require their bosses to treat them fairly and with respect. They expect to be treated as valuable assets of the organisation and their efforts to be recognized. Further, the study found that workers want their bosses to reward them for top performance. They scalds expect to be provided with competitive compensation, recognition for top performance and opportunities for increased skill development. Further, employees expect their employers to implement incentives such as promotion opportunities or bonus programmes in recognition of good performance. Related to this, employees expect their employers to remunerate them satisfactorily. Additionally, they want to feel that their efforts are well rewarded (Broadbridge, Maxwell & Ogden, 2007, p. 523). Broadbridge, Maxwell and Ogden (2007, p. 523) also found that workers require their bosses to be provided with information regarding their performance and to be encouraged to improve. Usually, workers wonder on how they are doing and once in a while, they require information regarding their performance. This helps them to trace areas of weakness and find ways of improvement. Along with information on performance, the employees require to be guided on what they can do to enhance improvement of their performance. Moreover, employees require to be given a conducive environment in which to work, (Broadbridge, Maxwell & Ogden, 2007, p. 523). They require their employers to ensure that their work places are well lit, clean and safe. A safe working environment in this case refers to a working environment that is free from things such as punishments, harassments and unreasonable demands. Employees also do not want to work with people who make the workplace uncomfortable. This includes those individuals who like to cause trouble to others. They expect their employers to take the necessary disciplinary action to such people (Broadbridge, Maxwell & Ogden, 2007, p. 523). According to Derr, (2002, p. 125), employees expect their employers to provide them with information relating to their work. They require the organisation to have a strong internal communication network and expect to have easy access to information relating to their areas of responsibility. For instance, if a worker is in charge of cost control, he/she expects to have full access to information on current expenses. Derr (2002, p. 125) also notes that employees require to be given control over their own work lives and their time at work. They do not feel comfortable when they work under the watch of their employers. They expect their bosses to give them time to relax and to be allowed to make their own decisions as much as they can. Employees expect their bosses to provide them with sympathetic assistance to their personal problems. The study conducted by Broadbridge, Maxwell and Ogden (2007, p. 523) found that most workers consider this as an employer’s obligation. The aforementioned expectations of employees are found in the present labour market. As Mathis and Jackson (2010, p. 87) point out, the expectations have been changing with time. About three decades ago, employers provided job security in exchange for employee hard work, loyalty and good performance. The employer-employee relationship was similar to parent-child relationship, as Mathis and Jackson (2010, p. 87) describe. However, presently, employees are increasingly becoming responsible for their own career growth and development and the employers provide the necessary support and facilities. This has been brought about by the drastic changes in social and economic development, leading to a rethinking of the implicit agreement between the employers and their employees. This has led to an increased trend towards more temporary contracts and greater job insecurity. Employees can no longer expect job security in exchange for acceptable levels of job performance and loyalty (Mathis & Jackson, 2010, p. 87). According to Walsh (2009 p.207), the expectations between employers and workers can differ between business segments and communities. For instance, employees from United States have varying psychological contract expectations from the employees from China. This makes it a bit complicated for international organisations that have global operations and branches in different countries. Such firms have an additional concern to meet psychological contract concerns of individuals in different communities having different cultures (Walsh, 2009 p.207). This reinforces the importance of making organisational expectations clear to the employees prior to making contracts or prior to relocation to another country. Conclusion In conclusion, both the employers and employees have different expectations of what each owes the other. The expectations of employers from workers, which are often based on organisational strategy, include effective communication and confidence while dealing with organisational matters. In addition, they expect the workers to demonstrate a high sense of self-knowledge, to provide high level of efforts, to recognize the value of team-work, to be creative enough to deal with problems in the organisation, to focus on organisational goals, to be flexible, to be dependable and honest and to give them respect. On the part of workers, they expect their bosses to provide them with opportunities to develop skills and talent, to give them a description of the rules, policies and goals of the organisation and to treat them fairly and with respect. Further, they require to be given fair compensation, to be recognized and rewarded for good performance, to be given information about their performance, to be given conducive environments in which to work and to be allowed to control their work. As noted in the essay, the employee expectations have been changing and in the current labour market, employees cannot expect job security as was the case in the past. The aforementioned expectations can differ between business segments and communities depending on the culture of the community from which labour force is drawn. The more the each party to an employment contract feels that his/her expectations are responded to, the more they interact and the higher the possibility that the relationship will last for long. References Broadbridge, A M, Maxwell, G A & Ogden, S M 2007, “13_2_30: Experiences, perceptions and expectations of retail employment for Generation Y”, Career Development International, Vol. 12, Issue 6, pp. 523 – 544. Dainty, A R J, Raiden, A B & Neale, R H 2004, “Psychological contract expectations of construction project managers”, Engineering, Construction and Architectural Management, Vol. 11, Issue: 1, pp. 33 – 44. Derr, C D 2002, Cross-Cultural Approaches to Leadership Development, Greenwood Publishing Group, Westport. Mathibe, I R 2011, “The expectancy theory and its implications for employees motivation,” Academic Leadership Online Journal, Vol. 9, Issue 2, viewed, 3 December 2011 from, http://www.academicleadership.org/article/expectancy-theory-and-its-implications-for-employee-motivation Mathis, R L & Jackson, J H, 2010, Human Resource Management, Cengage Learning, Mason. Robinson, S L & Rousseau, D M 1994, “Violating the psychological contract: Not the exception but the norm”, Journal of Organisational Behaviour, Vol. 15, pp. 245-259. Stone, K V W 2004, From Widgets to Digits: Employment Regulation for the Changing Workplace, Cambridge University Press, Cambridge. Walsh, D J 2009, Employment Law for Human Resource Practice, Cengage Learning, Mason. Read More