A Study on Relationship between Management and Employees

Abstract

Employee Relationship Management is the important factor that lies in the current competitiveorganization. Thisrelationshipst andsonorganizationcommunicationamongall the workers and the management which is the essential part to build a good working community. In this studygraphic plan and basic irregular testing was utilized . The essential informationwastakenwiththeassistanceofsurveyforthereview.itisfoundoutthegreater part of the respondents are concur that they are glad to work in the association. Employee relationship management has focused on enabling to collaborate on typical managerial tasks with their employers. By engaging inputs from both sides of the employment relationship, ERM platforms aim to align the interests of both parties, worker andemployer,andinformday-to-daybusinessfunctionsunderastreamlinedworkflow. The equation that we are considering has the elements of scientific management, industrial welfare, human relations as the causative factors affecting good employment relation

Introduction

I. Introduction

Employee relations encompass the strategies and practices organizations employ to foster positive relationships between employers and employees. A robust employee relations program ensures fair treatment, open communication, and a supportive work environment, leading to enhanced employee commitment and organizational loyalty.

II. Literature Review

• Bajaj (2022) defines employee relations as the relationship between employees and managers aimed at enhancing morale, commitment, and trust, thereby creating a conducive working environment for achieving organizational goals.

• Lagergren and Anderson (2022) highlight that healthy employee relations lead to more efficient, effective, and productive employees, contributing to increased organizational production levels.

• Md. Sahedur Rahman (2021) examines the effects of Employee Relationship Management (ERM) on employee performance in the banking sector, emphasizing the importance of effective implementation for improved performance.

• Ali & Anwar (2021) find that non-reward incentives have a better impact on employee success, encouraging them to be more environmentally conscious.

• Chaudhry (2020) asserts that participative leadership, characterized by consulting employees before making decisions, significantly influences organizational performance.

• Farndale & Van Ruiten (2019) suggest that employee voice and trust in management partially mediate the relationship between perceptions of opportunity for employee voice and organizational commitment.

III. Methodology

The study employs a quantitative approach to assess employee relations within an organization. Data collection methods include surveys, interviews, focus groups, case studies, and observations. Data analysis tools such as Weighted Average and Chi-Square tests are utilized to test hypotheses and analyze relationships between variables.

IV. Data Analysis

• Chi-Square Test: The test examines the relationship between gender and the effectiveness of healthy relationships within the organization. The null hypothesis is accepted, indicating no significant relationship.

• Correlation Analysis: Pearson correlation assesses the relationship between overall employee-management relations and the impact of positive employer-employee relationships on morale and job satisfaction. The null hypothesis is rejected, suggesting a significant relationship.

V. Findings

1. A majority of employees (61.78%) are female.

2. 50.96% of employees rate the overall relationship between employees and management as 'Good.'

3. 45.22% of employees report that the employer provides opportunities for open communication and feedback 'Regularly.'

4. 62.42% of employees believe that positive employer-employee relationships impact morale and job satisfaction 'Positively.'

5. 94.27% of employees perceive the level of trust between employees and management as 'Strong.'

6. 85.99% of employees agree that communication from management plays a significant role in fostering a positive employer-employee relationship.

7. 74.52% of employees believe that decision-making processes within the organization enhance trust.

8. 52.56% of employees view the role of leadership in setting a positive tone for employer-employee relationships as 'Neutral.'

9. 89.17% of employees agree that there is a correlation between employee satisfaction and productivity levels.

10. 67.52% of employees report that a supportive work environment impacts morale and job satisfaction 'Positively.'

11. 85.99% of employees have observed instances where poor employee relationship management has led to decreased motivation or job satisfaction.

12. 35.03% of employees think it is important for managers to actively listen to employee feedback and concerns to maintain a positive relationship.

13. 45.22% of employees agree that a healthy relationship within the organization will lead to more effective and successful outcomes.

14. 49.68% of employees are 'Highly Satisfied' with their relationship with co-workers.

15. 64.33% of employees feel that their supervisor actively listens to their suggestions and enables them to perform at their best.

Conclusion

The study underscores the significance of employee relations in fostering a positive work environment. Key factors such as open communication, trust, leadership involvement, and supportive work culture are pivotal in enhancing employee morale, job satisfaction, and overall organizational performance. Organizations should prioritize these elements to build and maintain effective employee relations.

References

[1] .Kuvaas, B. (2006). \"Work motivation and performance: A study of the relationship between management and employees.\" Personnel Review, 35(4), 446-460. [2] Gerstner, C. R., & Day, D. V. (1997). \"Meta-analytic review of leader-member exchange theory: Correlates and construct issues.\" Journal of Applied Psychology, 82(6), 827-844. [3] Tannenbaum, S. I., & Schmidt, W. H. (1958).\"How to choose a leadership pattern.\" Harvard Business Review, 36(2), 95-101. [4] Keenan, A., & Newton, T. (1985). \"Leadership, trust, and organizational climate: The relationship between management and employees.\" Journal of Occupational Psychology, 58(1), 1-14. [5] Pfeffer, J. (1998). \"The Human Equation: Building Profits by Putting People First.\" Harvard Business Press. [6] Schein, E. H. (2010).Organizational Culture and Leadership (4th ed.). Jossey-Bass. [7] This book delves into the influence of organizational culture on the management-employee relationship, exploring how leadership shapes and is shaped by the culture of the organization. [8] Towers Watson (2012).2012 Global Workforce Study. Towers Watson. [9] This book focuses on employee engagement and how effective management practices foster strong relationships with employees. [10] Hackman, J. R., & Oldham, G. R. (1976).Motivation Through the Design of Work: Test of a Theory. Organizational Behavior and Human Performance, 16(2), 250-279. [11] Offers a framework for understanding how job design, management practices, and employee motivations affect their relationship and performance. [12] Kotter, J. P. (1996).Leading Change. Harvard Business Review Press.

Copyright

Copyright © 2025 Baby Shivani J, Mrs. S. Sivakanni. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.