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Synergy and Mutual Benefit

There are two ways in which employment relation works: employees adapting themselves to the management-employee relationship or adapting the management-employee relationship to themselves. The willingness to adapt themselves to the relationship can be seen well in employees from collectivist culture while it is otherwise the case in employees from individualist culture. Likewise, collectivists possess the tendency to better trust management’s competence in deciding things (changes, specifically) for the business than that of individualists.

Culture: An Important Consideration Cultures change, however. In this late age of modernity, culture is more likely characterized by strong individualist values. This is just one of the factors needing attention in order to iron out or better understand what is there to be understood by both parties. No social relationship, by the way, is one-way. Management-employee relationship does not just take the management to understand the employees. It should work both ways.

By not understanding each other’s concerns and sentiments, no management-employee relationship can do away with failure. Culture, then, can pass as one of the central considerations in trying to minimize the flip sides of management-employee relationship (Jacobsen, J. & Skillman, G. , 2002). Aside from culture factor, gender is another. It is notable, however, that the gender factor is not prevalent in collectivist culture (Hansen, 2002). It is otherwise the case in individualist culture.

Low self-esteem is felt by women in an organisation that is not gender-neutral (that is, in favour of men). The occupation itself is another factor affecting the relationship. Occupations play more like a status symbol nowadays. Members of certain occupation groups (those which are regarded as low by society) are likely to feel low self-esteem. Employees build the solidarity for having the same roles in the business, same conditions of work, and same set of benefits. These lead them to having same set of sentiments (Gallagher, 1997).

Sense of Inequity in Maintaining Smooth Employer-Employe Relationships Injustice and inequity in work are things that can greatly contribute to morale of people in the workforce. Employees tend to compare their receivables from those of others and once found unfair, low self-esteem comes in the picture. Company politics is another. The feeling of severe nepotism roaming around the workforce is almost typical of some organizations. This is causing insecurity and lack of confidence of employees in management.

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