EMPLOYER-EMPLOYEE RELATIONSHIP AND JOB SATISFACTION IN SELECTED PUBLIC SERVICE ORGANIZATIONS
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EMPLOYER-EMPLOYEE RELATIONSHIP AND JOB SATISFACTION IN SELECTED PUBLIC SERVICE ORGANIZATIONS
INTRODUCTION
The employment connection is at the heart of any established commercial contract, connecting employees and employers to sell labour, with both parties pursuing standard interests in the development of the employment relationship (Budd & Bhave, 2008).
In an employment relationship, both the employer and the employee exchange their worth to create after-value for the benefit of the organisation and the customers (Gaile & Sumilo, 2016). The external environment context of the employment relationship identifies two actors in this relationship: the organisation and the individual.
The organisation is the employer of labour who defines the organisation of work for defined goals to ensure the organization’s sustainability, whereas the individuals are the employees who provide the competence required to execute a given task.
This is because employers and employees do not remain static; they evolve, develop, and interact within their environment and workplace (Gaile & Sumilo, 2016). Employer-employee relationships existed in Nigeria prior to the colonial era due to the rural economy, culture, and norms that dictated work and reward arrangements (Ubeku, 1993).
In this case, the employer assumed the role of family head, whilst the employees are members of the close or distant family (Yesufu, 1982). The head of the family, also known as the employer, was free to set the reward system, recruitment process, and employee promotion, which was not based on legitimacy or position.
He was also required to provide food, shelter, and security for all employees (relatives), as well as determine when and to whom they would marry (Iwuji, 1968).
The establishment of employer-employee relationships is critical for the successful operation of any business and for employees to get engaged in the organisation (Tansel & Gazioglu, 2012).
This interactive relationship focuses on the nature of relationships that organisations have with their employees, not only in terms of contributing to hierarchical execution and achieving organisational goals
but also in terms of re-building and ensuring authoritative notoriety and image in a turbulent environment (Kim & Rhee, 2011; Men, 2011).
Kim and Rhee (2011) suggested that if employees have a positive long-term relationship with their management, they are more likely to consider organisational issues as their own and to forward and share consistent information as answers for their organisation during managerial turbulence.
In recent years, the nature and consequences of employment relationships have caused significant changes in the competitive environment, requiring business owners who want to compete at a higher level to understand the human side of their organisation and business process (Xesha, Iwu, Slabbert & Nduna, 2014).
According to Jansen, Curseu, and Vermeulen (2013), employees must be social architects who can work on a parallel level within the organisation, constantly improving business procedures and cultivating an environment conducive to development, risk-taking, self-coordinated teamwork, responsibility, quality, and self-change.
It has been found that without strong employer-employee relationships, being an effective business owner becomes increasingly difficult (Ford, Gadde, Hakansson, & Snehota, 2003; Accuff & Wood, 2004;
Donaldson & O’Toole, 2007; Browne & Keeley, 2009; Selmier & Travis, 2013). They believe that long-term employer-employee ties will help business owners navigate difficult times.
According to Jackson (2009), business partnerships are as complex as any other type of interaction. They need significant work to sustain and must benefit all parties involved. He emphasised that in any commercial relationship
the business owner must be willing to offer, share, and help, rather than merely taking or receiving. Finance may be the primary motivator for employees to perform at their best, but strong connections lay the groundwork for higher production (Xesha, Iwu, Slabbert & Nduna, 2014).
There have been numerous reasons suggested for fostering a positive employer-employee relationship. According to Burns (2012), employees that are motivated to work because of the employer-employee relationship produce better and greater production.
Such people try to improve inside an organisation because employees who have a positive relationship with their employer are typically motivated by their defined ability. A healthy employer-employee connection eventually leads to employee job satisfaction.
Job satisfaction is defined as people’s subjective evaluations of the many aspects of their jobs; it is their feelings and thoughts about their work and workplace (Locke, 1976).
According to Croham (1989), job satisfaction is a behavioural pattern characterised by fulfilment, enjoyment, and a beneficial impact on one’s work. Higher job utility leads to improvements in target angles at work, either as a result of greater outcomes or as unpleasant aspects of the job are minimised while fulfilling perspectives are given more prominence.
An employee who is content with his employment will perform his duties well and be dedicated to his job, and hence to his organisation. Thus, employers should be aware of the aspects that can influence their employees’ job satisfaction levels, as this will also affect the organization’s performance (Locke, 1976).
Levy-Garboua, Montmarquette, and Simonnet (2007) show that job happiness predicts quits and non-attendance in the same way that earnings do, because people leave low-satisfaction positions for high-satisfaction employment.
According to Daft and Marcic (2010), job satisfaction is an indicator of excellent relationships between employers and employees; thus, satisfied employees are more likely to have positive relationships with their employers.
Jeon and Choi (2012) found that employees who are satisfied with their occupations are more likely to satisfy customers, maintain positive relationships with them, and improve their performance and productivity.
Managers and administrators have recognised that having talented employees provides a competitive advantage; a successful and productive workforce allows an organisation to not just survive but thrive (kumar & Arora, 2012).
According to this understanding, retaining satisfied employees as key potentials in an organisation, which represents the sum of inherent abilities, acquired knowledge, capabilities, and skills, provides employees with the assurance and security that they will have access to their jobs, resulting in increased job satisfaction and higher organisational performance (Eberendu & Kenneth-okere, 2015).
The employer-employee connection determines the level of job satisfaction an employee should have with his work and environment.
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