Critical Elements of Management Subordinate Relationship - Coursework Example

Review of Body of Knowledge Name: Tutor: Course: Date: Introduction The aim of this essay is to explore critical elements of management subordinate relationship such as trust, predictability, and the organization. With respect to theories of Max Weber and McGregors’ Theory X and Y, the essay examines the definitions and relationships between consistent and fair managerial practices, worker trust, and motivation. Organizations are organized entities or systems with objectives and goals to maximize performance and competitive advantage for profit by engaging human capital, finances and physical resources (Dobre, 2013, p. 53). Trust is the belief that one party will act in a way; not to harm the trusting firm, beneficial to the trusting firm, reliable and respond or behave in a mutually acceptable and predictable manner (Paliskiewicz, 2010, p. 13). On the other hand, predictability is an expectation or influencing cooperation of an individual in an uncertain and risky environment to act in good faith (McGovern, 2012, p.93). The essay obtains that organizations in which managers engage in fair and consistent practices engender motivated and trusted workers. Relationship between worker trust and consistent and fair managerial practices The most common positive characteristics required of a manager by employees are to be fair and consistent. Consistent and fair managerial practices include employee empowerment, open communication, supportive relationships and skills development. Similarly, inclusion moderates trust climate and diversity practices (Downey et al. 2015, p. 37). On the contrary, the most despised trait in a manager is favoritism because of a common misconception of the meaning of favoritism, fairness and consistency. Tzafrir et al. (2003, p. 642) argues that openness among managers to communication with employees to a higher degree makes employees increase their levels of trust on the managers. Managerial tasks include facilitating, defining and encouraging the performance of subordinates. When workers build trust in their managers, they enable a clear understanding of expectations, knowledge sharing, clear communication and quality relationships. However, lack of employee’s trust in the organization members and environment will affect their behaviors, attitudes and perceptions (Paliskiewicz, 2012, p.207). Management practices that give minimal independence and control of employees do not develop them to maturity as they tend to lack self-awareness or become lazy. Although the level of mistrust or trust in the actions of managers can be reciprocated, their perceptions can impact on their treatment of employees and trust in return (Tzafrir, 2005, p. 1602). Groups or individuals of employees have the obligation to reciprocate with trust when the organization develops positive human resource activities. For example, an organization with a working environment that promotes employee feeling of comfort at work and diversity creates a high trust climate. According to Weber’s theory of a bureaucratic organization, managers are compelled not to engage in personal prejudice and favoritism but maintain an impersonal relationship with the employees (Cheng et al. 2001). From this theory, an organization has the formal structure of legitimate authority, competence, and rules necessary for appropriate management practices. If supervisors adhere to explicit regulations and rules as well as professional competence, they will win the trust of employees. Management by standard operating procedures in the form of regulations and rules ensures consistency in both management and organizational practices (Mayer et al. 1995). For example, since personal prejudice is not a dominant consideration, employees build confidence and an atmosphere of trust in the organization. Indeed, bureaucracy becomes synonymous with reliability, reason, consistency, impersonality and order (Cheng et al. 2001). Consistency and fairness of tested and tried procedures and rules constitute lifelong employees’ careers. Across the ragged front lines of mistrust and suspicion, managers and workers watch one another. By relaxing control over workers, managers build trust on employees (Connell & Ferres, 2003). Trust is built by managers who can be relied upon to fulfill certain obligations in a fair and predictable manner at an opportune moment. For example, a manager who demonstrates control can institute punishment for bad deeds and due rewards for good deeds. The dimension of trust among employees’ in their managers is directly related to chosen managerial practices (Mayer et al. 1995).This shows that fair and consistent managerial practices are directly related to worker trust on their managers. Relationship between motivation, managerial practices, and worker trust From the motivational perspective, managers’ treatment of staff affects their perception of being valued, and, as a result, their motivation and morale to perform as directed. Ferraro et al. (2005) observes that incentive compensation practices may introduce inequities where employees to compete against one another for earnings and in return erodes their mutual support cooperation and trust. Multiple dimensions of employee well-being can be affected by managerial practices that cause synergies (Grant et al. 2007, p.56). The dimensions are high expectations, trust and respect required to motivate and deliver a team. Organizations, nowadays, in the face globalization are adapting to the latest technologies sustain their competitive advantage. Lyman (2012) argues that the adaptation to these changes can be a source of motivation and an opportunity for employees and the organization to sustain the competitive advantage. These changes have significant and direct impact on the employee motivation, and investment in the most committed and intelligent workers. Nonetheless, if managers become reluctant to engage in workplace redesign, the level of ambiguity increases which lead to distrust among employees (Tzafrir, 2005). Internal environment changes such as outsourcing, downsizing and implementation of new technologies have a negative impact on employee motivation. In this case, employees feel that the organization is becoming less dependable, loyal and predictable (Paliszkiewicz & Koohang, 2013). McGregor under Theory X advocates that managers need to develop a climate of trust with their employees. Although Theory X managers have a general assumption that employees are lazy and require to be supervised, Theory Y exalts employees who always trust their managers and feel part of the team (Dobre, 2013, p.54). Under Theory Y management practices, workers are glad, satisfied and productive. This implies that the later manager communicates trust and makes employees believe in the organizations, its goals, and objectives. Downey (2015) sampled 4,597 employees from the health sector to test various managerial practices and its effects on employee trust. Taking diversity practices as an independent variable, the author found that trust climate was positively related to diversity practices when moderated by inclusion. Starnes et al. (2010) observes that trust develops by way of a social exchange process where employees interpret actions, procedures and managerial practices that reciprocate in the organization. Procedurally fair practices used by management affects the trust of employees because the procedures demonstrate dignity of individual employees and respect for their rights (Grant et al. 2001). For instance, by offering adequate training and promotion opportunities the organization gives a signal to employees that they are not only valued but the organization is dedicated to meeting personal needs. In response, the trust of employees on their manager potentially increases hence improving work climate and long-term organizational performance. There can be no motivation and total development of workers’ involvement at work if there is no trust (Kim & Mauborgne, 2003). Motivation is adversely compromised where employees lack trust in their managers to behave with integrity or make good decisions. Although the lack of engagement and distrust was initially an unrecognized problem, modern knowledge-based organizations realize its relevance in meeting the ideals and commitment of employees (Lyman, 2012). Fortunately, based on good judgment and integrity among organizational managers, top executives can create processes for managers to be honest and help build trust in their employees. Kim and Mauborgne (2003) suggest that there is a link between corporate performance, idea and sharing trust. This is because employees commit to a decision of the manager even if they disagree with only if they deem the process used to reach the decision as fair. Despite the desire by employees for equal treatment, many believe in consistency and fairness as constituting equality at the workplace (Tzafrir, 2005). However, consistency and fairness in the treatment of poor performers, lazy and indolent workers is not the same as treatment of industrious and diligent employees (Connell & Ferres, 2003). This means that the company cannot be consistent and fair to workers who do not meet organizational goals and objectives as well as the trust to those who cannot be trusted. The essay shows that consistent and fair managerial practices lead to a more predictable organization environment, more motivated workers and increased level of trusted from their subordinates. Conclusion Employee empowerment, open communication, supportive relationships, and skills are some of the common consistent and fair practices desired by employees from their managers. Workers will trust their managers if they find them more predictable in time to uncertainty and risk because they deem them as always consistent and fair in addressing their issues (Tzafrir, 2005). Max Weber advocates for rules and regulations that apply to all employees irrespective of their background. This increases the level of trust that employees have on their managers. On the contrary, there is no organization has consistent and fair practices because as mentioned by Theory X, there are some indolent and lazy employees who cannot be treated equally like industrious and hardworking employees. The essay found that fair and consistent managerial practices foster trust among employees which in turn increases their levels of motivation. References Cheng, T Sculli, D & Chan, F 2001, Relationship Dominance – Rethinking Management Theories from the Perspective of Methodological Relationalism, Journal of Managerial Psychology, Vol. 16, No. 2, 2001, pp. 97–105. Connell, J & Ferres, N 2003, Engendering trust in manager-subordinate relationships: Predictors and outcomes, Personnel Review, Vol. 32, No. 5, pp. 569-673. Dobre, OI 2013, Employee motivation and organizational performance, Review of Applied Socio-Economic Research, Vol. 5, No. 1, pp. 53-60. 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