Contemporary Employment Relationship - Essay Example

 Contemporary employment relationship Currently we are in the process of resurfacing from a lengthy and incapacitating recession and begin forgetting most of confusing strides as a result of past crisis. One factor is rife: for recovery to take place, personnel skills are required in both public and private work places. Vigorous race, nonstop changes and the necessity to deal with budget shortfalls will mean that more organizations expecting their staff members to give huge output with little resources. On the other hand business top creams are facing a greater challenge on how to employ enough staff to sustain the condition. It is in this context that an extensive report of good working relations examines the situation of contemporary employment relationship. Employment relations play an important role in an economy of any given country. It is also the main subject in the political arena, but what do we understand about employment relations? One’s mind can ring on unions, issues to do with strikes, not leaving out salaries or better working atmosphere and maybe friendly terms regarding working condition. Employment relation can mean a legal binding existing between an employer and an employee. Normally, it occurs when an employee does a task or a service guided by specific legal conditions in return for pay or wage (MILLER, & CROSS 2013). It is through these relations that the privileges and responsibilities are developed between the employer and employee. Through time memorial, it has been and will always continue being the main engine behind workers freedom at various work places in relation to social security and labor act. Without employment relationship conditions, application of both social and labor acts may prove to be futile to employees. It contains the main guidelines used in defining the type and degree employer’s privileges towards his or her employee. The fate of work foundation as far as human resource management is concerned aims at employees’ point of view of how they relate with their employers. In reviewing the relationship between the employer and employee, it is surprising that most employees portray a lot of commitment especially in cases where psychological contracts are based on long term, wide, trust and equal opportunity; but not jointly. Whatever is contained and the outlining of anticipations from both employer and employee, plays a significant role in determining the resilience of the affiliation to exert a lot of force on the agreement. A situation may turn to be contradicting especially when two individuals implicated have different opinion over an agreement that has been set. This may bring the need for psychological contract in a work environment. Psychological contract can be defined as an implicit agreement concerning the employee and employer (ROUSSEAU, D. M., & SCHALK 2000). The main aim of psychological contract is to make the employee satisfied. This kind of contract contains several aspects of anticipations that may include; promotion, role and career placement, safety, wages and training opportunities among others. For instance, an individual may be working in an organization of which the supervisor is well pleased and encourages the individual to seek for favor in case he or she wants. On a given occasion the individual goes to seek for permission to leave work ten minutes early, unfortunately the supervisor turns down the request; in this case whatever had been agreed upon is not honored since one person has failed to honor in it due to a given reason. This results to psychological torture. The supervisor cannot be trusted anymore and this provides the basis to have a written down agreement to be referred to in order to avoid foul play on the other party. A psychological contract’s main body entails the psychological form of the worker in any given organization. Three concepts can be used to evaluate psychological form, these may include: promise made by the organization, job involvement and job gratification. In an enterprise set-up economic undertaking, employee’s job satisfaction is the main focus of managing psychological contract. The role of managing psychological contract aims at achieving the job satisfaction. Hence, brings about the dire need to include the psychological agreement in order to achieve the most operative provision of human resource. Coming up with psychological contract in an organization must be based on relevant scientific job management. Organization’s development and growth are constantly in a vibrant cycle of developing. Due to this, psychological form and physical form of the human resource continues changing over and over. For continued growth, it is necessary for organizations to develop a dynamic and sensible psychological agreement with their employees (ROBERTS 2007). There are several important aspects in line with honoring psychological contracts.one of them being job satisfaction. Normally job satisfaction is the main aspect in a psychological contract. Job satisfaction is considered a pleasing emotional state as a result of appraising an employee, an affecting response to an employee’s work and an employee’s attitude (LUSSIER 2009). The famous way of evaluation is the use of rating gauges where workers give their feedback on how they feel about amount of pay, responsibilities at work, task variations, growth opportunity and their co-workers. Through this, it is easy for the management to conclude on the employees feelings towards their superiors. Job satisfaction survey always stands to improve the level of communication in a given organization that could be conductive to boost human resource relations. In case the job satisfaction of employees drops, it implies that the psychological contract will not be honored hence destroyed. As a fact, job satisfaction plays an important role in maintaining psychological contract in an organization. Another important role is that; psychological contracts determine whether the workers may have high sense of emotion in the process of performing their duties. Psychological contracts determine whether the working staff possesses high level of job satisfaction. It is perceived that high job satisfaction always result to high emotional level in a work environment. In such an incidence the working efficacy obviously raises. Should it happen that all staff members possess high job satisfaction; the resultant effect would be that the organization may have a double output in while undertaking the same task. Teamwork potential in an organization is very firm. Due to this, establishing a psychological contract can help monitor the situation in an organization. Another aspect is a balanced psychological contract. This can help in improving the interest of staff members. Once the staff members have interest in the work they are doing, they also commit work relevancy. Triggered by this, performance at work can be realized accordingly. Contrarily, if the staff destabilize physiological, they may end up finding their work very dull. Minus an operational enthusiasm, it is very hard to take the jobs carefully. In this situation, it’s as well incredible to achieve high work output. Operational enthusiasm can motivate the staff’s potential capability, as a result creating more ethics for an individual organization. Not forgetting, a well-balanced psychological agreement may result in promoting staffs’ growth. Higher job contentment can motivate the staffs to improve continuously in their work. Not everybody has the same attitude towards the same jobs. Some people will go for the job just to earn money while other people will take the job as a life objective. For the objective individuals, they will always work hard in their jobs. Hence, a well-balanced psychological contract may make them achieve the objective in large capacity. Guided by it, staff members will foster growth on their own and be effective to an organization. There are several challenges associated with psychological contracts. A psychological agreement between an employer and an employee is more specific than a legal agreement and has been differentiated from a wider perspective of expectations. The promissory anticipations in a psychological agreement are only those anticipations that originate from alleged explicit or implicit promises made by employers (PETERSITZKE 2009). An organization’s failure to keep its promises as in upholds the psychological contract terms and agreements usually results to a negative effect on the employee attitude. Besides negative effect, breach of psychological contract can have a negative impact on an employee conduct. Generally theory of social exchange has been used to cognize the common aspect between breach of psychological contract and behaviors and attitudes of an employee. The nature of psychological contracts makes it different from other agreements not only due to inestimable factors they may contain, but also due to the impaired expectations of the employee and employer with respect to terms of employment. Most of these facts are inferred, besides are subjected to future change as both individual and institutional expectations change. Psychological agreements are different from legal agreements in relations to set procedures to be followed in the any case a contract is not honored. For instance, in case a legal contract is not honored, the aggrieved individual may seek enforcement in a legal court, unlike in this scenario, breach of psychological contract has no such relevant recourse and the affected party may opt to freeze contributions or to get out from the agreement. Psychological agreement tends to be a complex occurrence. Considerable arguments has ensued over the past regarding the validity of the approach in junior organizations. For its validity to be accessed, it needs a well-understanding the importance of psychological agreement in the organizational aspect. Another burning issue is that of an employee’s faith in an organization and its organizational management. Trust in organizational management decreases in terms of being weak. In some cases, faith is even lost in the event of psychological contract violation. Employees are irked and anger aroused if at all they feel that the organization has failed to honor its promise. Hence, the social relationship between an employee and an employer is not based on a firm foundation in regard with trust. Trust has proved to be a good tool in terms of getting high out-put at work place. Conclusively, psychological contract acts as a major pillar in the contemporary organization. It is closely related to job satisfaction. Having this in mind, it is necessary to have improved job satisfaction in a working environment. In this context, an organization may also develop the human resource management. In today’s work environment, organizational competition is fierce and an organization should deploy effective management and play their part (CHEUNG-JUDGE, & HOLBECHE 2011). This requires that people working in an organization understand the psychological contract and employment practices. Reference CHEUNG-JUDGE, M.-Y., & HOLBECHE, L. (2011). Organization development: a practitioner's guide for OD and HR. London, Kogan Page. LUSSIER, R. N. (2009). Management fundamentals: concepts, applications, skill development. Mason, OH, South-Western. MILLER, R. L., & CROSS, F. B. (2013). The legal environment today: business in its ethical, regulatory, e-commerce, and global setting. Mason, Ohio, South-Western Cengage Learning. PETERSITZKE, M. L. (2009). Supervisor psychological contract management developing an integrated perspective on managing employee perceptions of obligations. Wiesbaden, Gabler. ROUSSEAU, D. M., & SCHALK, R. (2000). Psychological contracts in employment: cross-national perspectives. Thousands Oaks, Calif, Sage Publications. ROBERTS, J. (2007). The modern firm: organizational design for performance and growth. Oxford, Oxford University Press. 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