Introduction
Management is all about systematising and coordinating activities of a company to acquire some specific goals and ideas. It is a sub factor of productions in line with other factors like machinery, materialistic and money. Likewise, management involves theories and practical approaches of promotion and novelty. It entails interconnected roles of coming up with communal strategies, developing, setting up, scheming, and channeling the resources of the organisation in order to realise the purpose of that particular strategy.
Those in charge of the top management depending on the size of the organisation define the strategies. To realise the objectives of the organisation, low-level employees have to be involved since, they are a part of the organisation. Their involvement is crucial given that better results in an organisation are not achievable only by the managers and other executives. Therefore, there is a need to develop a good relationship chain between the organisation and the employees.
Management is a challenging approach to any organisation and, consequently, not unless there is keen scrutiny on how to develop good management skills both inside and outside the organisation, then achieving the desired goals and objectives may become impossible to the organisation (Robbins and Coulter, 2005). This may be based on the judgment that the evaluation of the organisations presents and prospectus merit is dependend on the managers’ eminence and expertise.
The way this happens is our major concern here, the concern of trust between the organisation, and the employees. The big challenge that now comes around is how to develop and sustain this trust from what Edward R. Murrow said that ‘to be convincing we have to authentic, and to be authentic we have to be reliable and to be reliable we have to be trustful. Therefore, to achieve the success of the organisation, we have to fight for trustfulness.
Trust in Employee-Organisation Relationship
In addition, for any organisation to achieve success, it has to maintain a friendly relationship with its employees. This is so because of the changes in political, economical, technological, global, and societal environments. Consequently, a new chapter needs to be opened between the organisation and the employees, a chapter of trust. The simple reasoning is because of the effectiveness that organisations realise because of this tool.
McGregor in his article developed for the US managers, suggested that the Nyhan model of 2000 designed for public organisations was also applicable in private organisations whose application showed positive results when the employees participated in the making of decisions in an organisation. The trust broadens the influence of decision making in employees and consequently better results in production and strength obligation in both private and public organisations.
It is worth noting that trust has developed and changed with time due to interactions and assessments of individual emotions and ideas (Stein and Taft, 1971). Various authors have come up with different approaches on trust; from Nootboom, trust involves trustees in more than a single perspective, more importantly behavior builds a cornerstone in trust. Others like Robbins and Clutter (2005) have framed trust on reliability, personality, and the aptitude of a leader. From other theorists like Connell and Ferres (2003), trust is merely progressive and is not accompanied by any pay so that it develops.
From the economic and physiological perspective, Gordon and Scott (2006) have theorised that economists takes trust as something calculated or rationalised option from risking and benefiting from it. The bottom line here is that benefits may come from an act of trust. On the psychological corner, trust is perceived as qualities of trustees and is based on the interpersonal relationship between individuals. Trust has to undergo metamorphosis of believing, making decision and finally actions (Pašić, 1982).
In these cases, if junior employees build trust in their superiors, then their improved production also accompany quality communication and solving of problems with a sense of belonging to the organisation. Close employee supervisors who are in touch with them have an influence in determining their feelings or outlook to any work. Hence, to this effect, those organisations, which are highly trusted, make sure that the employees are respected, which is demonstrated by supporting the employees’ growth in their profession and their involvement in avenues of making decisions (Schermerhorn and Naumes, 2002).
This guarantees the employees their fair treatment irrespective of their ranks in the organisation. Difficult problems are easily solved if there is collaboration between various sectors in the organisation; hence, the future of the employees in the highly trusted organisation is not doubted since they have self-assurance with the visions of their leaders about the future.
On various occasions, different authors have placed varying arguments on the issue of trust between management and employees. The question remains on whether building and sustaining trust between the organisation and employees proves success in the business endeavors of such organisations (Odaka, 2001). There are developments and underdevelopments in the context of trust between the organisation and the employees.
For the case of development, pre-assumptions are made related to layout of the organisation; in this case, those who are parties in this culture of relationship and the reciprocals in the exchange of resources. In the underdevelopment, those involved may put predictions of what is to be achieved after the whole business of building trust.
Researchers on employee organisation relationship have haggard on societal switch over and the models of contribution to incentives to come up theories to comprehend the outlook of exchange between the employer and the employees. In the theoretical approaches, the key factor is on how the two interact to come up with compulsion or obligations on reciprocals (Wachtel, 1973). The bottom line is that in social switch over, there should be correlation, reciprocating and exchange, which have to start with one party and then transferred to the next.
Some jeopardy and gain that may have no return are eminent between the two exchanging parties simply because of trust just because the temperament and timing of these gains are not specific (Vanek, 1972). The model of giving incentives perceives the employment switch over as situations whereby organisations gives incentives to the employees’ input in return.
The writing on employee organisation relationship has however given focus on the character psychotherapy (for example, Morrison and Robinson, 1997; Eisenberger et al, 1986), not putting in mind the environment and organisation background that the affiliation take place. Due the changes in business environment, a number of leaders are forced to re-design their organisation, which in turn has affected the relationships between the two (Griffin, 1990).
The dynamism in the business world has also affected the relationship between the organisation and the employees, because of the turn around in investments. This has resulted in competition weights in the market hence, managers do not dedicate their time in building and developing these relationships.
Conclusion and recommendations
The relationship between organisations and employees needs to be developed if the organisations want to have a wide focus on bigger productions and fully realise their set goals and objectives (Drucker and Maciariello, 2008). Dynamism in world markets should not cause a gap between the organisation management and the employees but instead should embrace them to build a strong relationship.
Several areas need development and reforms to realise all this. For instance, there is a need to have various methods in addressing the key queries. Questions of who to relate within the organisation should be checked about critically. Likewise, experimental methods on how to come up with better methods of manipulating the inducements due to diverse welfare. This may help in knowing how to design the appropriate employee-organisation relationship (Montana and Charnov, 2000).
On the other hand, the issue of ‘added returns and added significance’ needs to be looked at. This is because most organisations do not put into consideration the input of the employees; hence, they end up retarding in their input and production. Other areas that need consideration is the ‘bang of diversity’; this is because from study many employees have been discriminated, a lack opportunities and privileges in their work areas.
Workers should not be discriminated because of their race, color or disability. On the more general case is the outlook on the connotation of the administration/management. More research needs to done on how to guide executives on do’s and don’ts in their organisation relating to the conduct between them and their employees.
References
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