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Employee-Managers Relationship Builds Employee Confidence

Employee-ManagersRelationship Builds Employee Confidence

InstitutionAffiliations:

Employee-Managersrelationship builds employee confidence

Performancemanagement structures must be able to reward individual achievementand development to build confidence among employees. It is importantthat the employees of every organization have confidence as theydischarge their duties while at the same time know that they have thesupport of the management. Therefore, in performance management, themanagement must be seen to promote confidence and motivation amongemployees, which is imperative in building strong employee-managementrelationships and a friendly working environment. To achieve a highlevel of employee motivation and confidence, the management mustpossess crucial competencies, which will enable them to go aroundvarious organisational, and employees issues, and effectively instilconfidence in the employees.

Eachorganization requires competent managers who are effective inemployee management strategies in light of the current dynamic andcompetitive business world. It is paramount that organizationsidentify, hire, develop and keep talented personnel among its ranks.An effective and successful manager has crucial areas of competency,which enable him or her to discharge their managerial dutieseffectively and efficiently at various levels of management.Therefore, for the sustained growth and survival of employees,managers and organizations, the effective use of performancemanagement mechanisms is core to the objectives of employeemanagement.

1.1Research objective

Basedon the problems in the business organization environment, theobjectives of this study is to:

  • The aim of this study is to find out how employee-manager relationship affects employee’s confidence.

2.0Literature review

Theaim of this chapter is to carry out a literature survey of employeemanagement strategies in relation to confidence building amongemployees by managers. This chapter will also discuss key terms whileestablishing the link between the two variables in an organizationalcontext and how it affects the organization in general.

2.1Employee-Manager Relationship

Accordingto Shirazi &amp Mortazavi (2009, p.5), an employee-managerrelationship forms the foundation for a strong and durableorganisational structure. Employees look upon their managers foropportunities to develop their careers and on the modalities withwhich they can improve their knowledge and skills. A key component ofthis relationship and its ability to last is trust. A strong sense oftrust between the employees and their managers gives room forimproved efficiency in productivity and performance. In addition, therelationship helps the manager to analyse the performance of theiremployees and come up with fitting development plans that suit theneeds of the employees. A good relationship between the two partiesenhances the reception of change by employees and subsequentimplementation of the changes. This requires trust and the employeehas to feel that the manager is honest and informative enough beforeeffecting any changes in the organisation (Rao 2007, p.35). A strongrelationship between the manger and his employees builds a sense ofbelonging and loyalty in the employees. As such, they are more likelyto remain with the organisation and positively contribute to theproductivity and success of the organisation as well as increasingthe company’s ability to retain employees (Abraham et al 2001,850).

Employeeperformance

Indefining employee performance, Graham &amp Tarbell (2006, p.339)identify that it relates to the activities related to the job whichare expected from an employee and the effectiveness with which theactivities are executed. The management has to evaluate theperformance of employees, either on a quarterly or a semi-annualbasis (Mitchell 2007, p.67). This allows the management to keep theperformance of employees in check by comparing it to the set targetsand attained targets. Employee performance management arises fromthis practice and it enables managers to develop viable frameworksfor appraising employees in the organisation. It also helps managersto identify main areas in need of improvement on the part ofemployees and the ways in which the management can assist them toperform better (Graham &amp Tarbell 2006, 340). Employee performancerelates directly to their productivity and subsequently to theperformance of the organisation and its success. As such, it is afundamental area of concern for many managers. One way that managerscan ensure that the performance of employees conforms toorganisational standards is through development of effectiveperformance appraisal systems. In addition, the managers can also usevarious means within the organisational context to motivate employeesand build their confidence as they discharge their duties (Mackay2007, p.88).

2.2Employee confidence

Accordingto Mackay (2007, p.89), employee confidence is a performance-orientedand action-focused construct which can be used in forecasting andenhancing organisational success by measuring critical components ofthe organization’s employees and workplace environment. A desirablelevel of confidence among employees can attained when employees seethe organization as effectively managed, competitively placed withalluring products and with excellent business practices. In addition,the employees have to know that their future in the organization ispromising. In view of the above remarks, organizations shouldidentify crucial managerial competencies and use them to inappraising the performance of employees through confidence buildingand motivation (Pophal 2005, p.205).

Accordingto Hefferman &amp Flood (2000, p.131), excellent performancemanagement skills and systems among managers and in organisations areimportant valuable enhancers of employee confidence which in turntranslates to improved performance and productivity. As they pointout, this offers the organization a competitive advantage in terms ofperformance and achievement of objectives. Most organizations useperformance management to align, interact, conceptualize and createsuccess, which the organisation achieves because of high employeeperformance.

Employeemotivation

Motivationis the most notable variable that relates with variance inperformance (Topping 2002, p.160). Among many other underlyingfactors, confidence influences motivation among employees byinstilling the desire to achieve and meet organisational goals(Horton2000, p.363). Managers can accomplish this by using theiremotional, cognitive and social competencies to enhance theirinterpersonal communication and relationships with employees that areuseful in building motivation in employees. Homer (2001) identifiesemotional intelligence among managers as important in developing andinculcating performance and success oriented norms in the group ofemployees they lead, as the performance of the group is dependent ontheir emotional competency norms. Homer also adds that the use ofvarious performance appraisal mechanisms to motivate employees isalso associated with reduced costs of training employees and employeeturnover.

Nobre(2012, p.87) argues that the adoption of proven performancemanagement approaches in organizations can positively influence theperformance of managers and consequently that of employees, therebygreatly contributing to the success of organizations. By identifyingthe analytical, problem resolution, adaptation to changes,collaborative and leadership and team building abilities of managers,organizations can use these abilities and skills to incorporatemeasures that will enhance motivation in employees (Belasen 2000,p.156). These measures may be pro-active or reactive and may include,adequately training employees on the responsibilities of their jobs,and coaching them on certain roles while giving feedback on theirperformance. In addition, the managers may implement variouscommunication strategies with employees regarding the operations ofthe organization while at the same time encouraging them to undertakevarious activities that will aid in their development (Mackay 2007,p.237).

2.3Problem statement

Manyorganisations do not consider the importance of employee confidencein the attainment of individual targets and efficiency levels. Manysee employees as people who should be self-driven in their jobswithout realizing that unconfident employees are less motivated andthus, highly likely to underperform. This is partly due toconcentration of performance management efforts on making sure thatemployees deliver their targets and overseeing the general operationsin the organization while disregarding the personal state of theemployees. Most managers do not realize that they can channel theirmanagement methods towards enhancing the individual states ofemployees through motivation and confidence building to ensure thatthe employees remain productive throughout their employment tenures.

2.4Research questions

  • Does employee-manager relationship influence the confidence of employees?

2.5Conceptual framework

Theframework contains the antecedents and outcomes that are expectedwith good Employee-Manager relationship.

ANTECEDENTSOUTCOMES

Employee-Manager Relationship

H1

Employee Confidence

2.5Research hypotheses

H1:Positive employee-manager relationships directly influence employeeconfidence.

3.0Research methodology

3.1Research Approach

Inresearch studies, a researcher may use either longitudinal orcross-sectional designs. A cross sectional design is an observatoryone, which means that researchers collect and record information fromparticipants without the manipulation of the environment of study.Longitudinal design incorporates observation of study subjectswithout interfering with them. However, in longitudinal design,researchers are required to carry out multiple observations on thestudy subjects over varied periods. This study will incorporateacross-sectional design because it will consume less time and willallow for comparison of various population groups and variables atthe same time. Employee performance is attributable from theenvironment of the organization, individual competencies and jobdemands. In order to identify all competencies relating to the abovenamed factors, the said factors were incorporated in the researchquestionnaire. Therefore, empirical data will give a clear positionand picture of the research problem under scrutiny. The study will beconducted based on the conceptual framework and hypothesis.

3.2Research population

Theresearch targets a sample of one hundred and fifty employees in allorganisational departments that has been with the organisation forthe past 6 months. The selected sample percentages will effectivelygive an all-level perspective from all parties involved onemployee-manager relationship and how they build employee confidence.

3.3Sampling procedure

Samplingmay be done using probability or non-probability procedures.Probability sampling is purely based on chance as every subject inthe population has a probability of zero for selection ornon-selection. On the other hand, non-probability sampling isdetermined by the personal judgement of a person to select subjectsin the population for selection (Homer 2001, 167). This study willincorporate a non-probability sampling procedure. The selection willensure a balance between senior management, junior management andnon-managerial staff. Each member from each group must have worked inthe organization and at their current position for at least two yearsto ensure that their views and responses reflect the culture andnature of the management of the organizations.

3.4Methods of data collection

Thereare various methods of administering questionnaires such as throughmail, telephone and personal means. The researcher may mailquestionnaires directly to respondents who in return mail back thefilled in questionnaire. This method allows respondents to fill thequestionnaire at the time of their choice and may cover widegeographical areas while incurring less cost. This method may incurmore time as surveys take longer durations in between mailing,completion of questionnaires and mailing back of completedquestionnaires (Topping 2002, 198). Telephone surveys are mainly usedfor business enterprises where potential respondents are called andasked survey questions. This method offers a fast mean of conductingsurveys as well as cutting on costs incurred by personal surveys. Italso generates timely results as responses are attained there andthen. Its main disadvantage is that it is limited in the complexityand number of questions that can be administered since the respondentmay easily terminate the survey (Horton 2000, 389). Personal methodsinvolve the researcher personally meeting the respondents andadministering the questionnaires in person. This method effectivelyestablishes high rates of response and rapport. In addition, itallows for research, which entails complex sequencing. Its maindisadvantage lies in its being expensive to carry out due to traveland resource costs. It is also more time consuming than the telephonemethod (Horton 2000, 390). Personal method of collecting data will beused for this study due to the approach advantages it offers.

3.5Questionnaire design

Auniform questionnaire will be issued which will constitute twosections. The questionnaire will contain fixed choices for response,which will objectively capture the perceptions of all personnelselected for the study. Section one will constitute the various ways,dimensions, and management through which employee-managerrelationship instil confidence among employees while section two willcomprise of the demographic factors and information relating to thepersonnel.

3.6Data analysis

Collecteddata will be keyed into SPSS to address H1 and H2 and Simple LinearRegression will be used.

4.0Ethics

Theseare values, ideals and preferred codes of conduct that act asguidelines for researchers as they undertake their research studies.The researcher recognizes that the anonymity of the respondents isintegral in undertaking this study as such, the research willconform to these restrictions to protect the identity and persona ofthe respondents. In this regard, the data collected during the studywill be treated with confidentiality and would only be disclosed tothe individual respondents. This is aimed at protecting the integrityand welfare of the respondents by confining the details of the studydata to the study itself. In addition, the researcher will have tomake a full disclosure the intent and purpose of the study to theparticipants to ensure that they knew what they were dealing withbefore committing to participate in the study. To add to the aboverequirements, the researcher recognized the need to enforceparticipation to willing respondents who had voluntarily given theirconsent to be incorporated in the study.

Theresearcher worked hand-in-hand with the university management. Thisis in the way of obtaining consent from the university management toaccess its students and facilities in the course of conducting thisresearch study. The sponsor will also be responsible for demarcatingthe rules, guidelines, and scope for this study to ensure that theresearcher did not overstep his mandate while undertaking the study.

5.0Contribution, limitations and Suggestions

5.1Contributions

Managerswill be able to extend positive relationship to employees in order tobuild the confidence of the employees.

5.2Limitations

Becausewe are looking at employee’s confidence, the researcher could notbreak down the study into other factors such as employee motivationand job performance that could come out of a positiveemployee-manager relationship

5.3Future research

Thestudy can be broken down into employee-manager relationship at thework place and after work activities to instil confidence toemployees. Hence, future research can be focusing on the factor thathas been used in this study.

Researchtimeline

Month Week Task

September

Week 1

Research on the topic and collection of necessary materials

Week 2

Covering the introduction bit of the research

Week 3

Establishing the objectives of the study and ways in which the study will achieve them

Week 4

Collecting materials in preparation for literature review

October

Week 1

Covering the second chapter (literature review)

Week 2

Covering the problem under study as well as establishing the research hypothesis and conceptual framework

Week 3

Researching on suitable methodologies for the study

Week 4

Coming up with research approach, target population and sample size

November

Week 1

Carrying out the research survey through questionnaires

Week 2

Compiling the collected data for later analysis

Week 3

Reviewing the ethical considerations for the research and reviewing the major points raised in the research. Identifying areas for further research and recommendations

Week 4

Compiling the whole research process into one document reviewing

References

Abraham,S E, Kams, L A, Shaw, K, and Mena, M A, (2001), “Managerialcompetencies and the managerial performance appraisal process”,Journalof Management Development,Vol, 20, No, 10, pp, 842-852.

Belasen,A T, (2000),&nbspLeadingthe learning organization: communication and competencies formanaging change,Albany, N.Y,: State University of New York Press.

Finn,R, (1993), “A synthesis of current research on managementcompetencies”, Henley-on-Thames, Henley Management College.

Graham,M E, and Tarbell, L M, (2006), “The importance of the employeeperspective in the employee perspective in the competency developmentof human resource professionals”, HumanResource Management,Vol, 45, No, 3 pp337-355.

Hefferman,M, and Flood P, (2000), “An exploration of the relationship betweenthe adoption of managerial competencies, organisationalcharacteristics, human resource sophistication and performance inIrish organizations”, Journalof European industrial training,Vol, 24 No, 2-4, pp, 128-136.

Homer,(2001), “Skills and competency management”,Industrial and commercial training,Vol, 33, No, 2, pp, 59-62.

Horton,Sylvia (2000), “Competency Management in the British CivilService”, TheInternational Journal of Public Sector Management,Vol, 13, No, 4, pp, 354-368.

Mackay,A, (2007),&nbspMotivation,ability and confidence building in people,Amsterdam: Butterworth-Heinemann.

Mitchell,D, (2007),&nbspPerformancemanagement,ChandniChowk, Delhi: Global Media.

Nobre,F S, (2012),&nbspTechnological,managerial and organizational core competencies: dynamic innovationand sustainable development,Hershey PA: Business Science Reference.

Pophal,L, (2005),&nbspEmployeemanagement for small business&nbsp(2nded,), Bellingham, Wash,: Self-Counsel Press.

Rao,T V, (2007), “Global leadership and managerial competencies ofIndian managers”, W,P No, 2007-06-05, Researchand Publications,IIMA, India.

ShiraziAli and MortazaviSaeed (2009), “Effective management performance acompetency based perspective”, Internationalreview of Business Research Papers,Vol, 5, No, !, pp, 1-10.

Topping,P. (2002).&nbspManagerialleadership.New York: McGraw-Hill.

Wheeler,J V, (2008), “The impact of social environments on emotional,social, and cognitive competency development”, Journalof Management Development,Vol, 27, No, 1, pp, 129-145.

Appendices

Hello,

I’ma student from Segi College Subang Jaya (University of Sunderland)Business and Management degree programme. This questionnaire is formy dissertation purpose in research for how “Employee-ManagersRelationship Builds Employee Confidence”. Please kindly take somefew minutes to answer the questionnaire below. Your identity will bekept confidential and this is for research purpose only.

Questionnaire:

Pleaseanswer each question to the best of your ability. Thank you inadvance for your participation.

SectionA.

Pleasechoose your answer in a number 1 to 5 on how you agree with thefollowing statements below.

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

ER1. Managers assist their subordinates

1

2

3

4

5

ER2. Managers recognize and consider different individual needs

1

2

3

4

5

ER3. Managers are social with subordinates

1

2

3

4

5

ER4. Managers express satisfaction to junior staff.

1

2

3

4

5

ER5. The managers react well to employee mistakes and failures

1

2

3

4

5

EP1. Management is capable of managing employees and their performance

1

2

3

4

5

EP2. Management coaches and trains employees

1

2

3

4

5

EP3. The management develops employee strengths and skills

1

2

3

4

5

EP4. Working conditions in the organisation are excellent

1

2

3

4

5

EP5. The performance appraisal system is effective

1

2

3

4

5

CM1. Management motivates employees

1

2

3

4

5

CM2. Employees are confident with the abilities of management

1

2

3

4

5

CM3. Presence of career advancement opportunities

1

2

3

4

5

CM4. Management is competent and effective in instilling confidence in employees

1

2

3

4

5

CM5. You trust in the competencies, skills and qualifications of the managers

1

2

3

4

5

SectionB

Pleasetick appropriately

  1. Gender

(1) Male

(2) Female

  1. Age

(1) 20-25 years

(3) 30-40 years

(2) 25-30 years

(4) 40 and above

  1. Level of Education

(1) High school

(3) University

(5) Other (specify)

(2) College

(4) Postgraduate

  1. How many years have you served this organisation?

(1) 1-5 years

(3) 10-15 years

(2) 5-10 years

(4) 15 years and above

  1. How long have you worked in the current position?

(1) 1-5 years

(3) 10-15 years

(2) 5-10 years

(4) More than 15 years