Beware of Supervisor/Subordinate Affairs
The relationship between a boss and her employees can be complicated. Here are some Mature business woman in a meeting with employees. It is possible. Of particular interest is worker injury because women employees experience a .. In Table 3 these relationships are examined in a multivariate. Although workplace stress can negatively affect the relationships of those who Some effort from employees and supervisors alike can quickly improve the.
To ensure that employees recognize job enlargement as a sign of trust, the assigned work must be given with a corresponding increase in responsibility. When employees are given more work duties without increased responsibility, it may indicate to the employees that they did not do enough work or that they are being punished.
In assessing the necessary factors for trust in the workplace, it is apparent that trust accumulates over time through events that allow the respective parties to evaluate and reevaluate each other based on their actions. In the organizational hierarchy, the only way to gain power is through empowerment bestowed by a supervisor. Hierarchical structuring of a company keeps power situated within individuals who maintain higher ranking.
Once LMX has begun to be established, the supervisor will delegate more responsibility to the employee, which is associated with an increase in employee empowerment. If employees are motivated to increase company productivity or make systems more efficient, empowerment will serve as a license to innovate. This was thought to impede motivation and make communications more difficult Therefore, a pleasant interaction with a superior holds extra significance if other employees did not receive the same level of interaction.
It is important to note however, that LMX must first be established by creating a relationship with a give and take nature. The exchange element in LMX is fundamental because it allows for the conceptualization of mutual trust and respect, which encourages information exchange.
Effective Employee-Supervisor Relationships
In this respect trust and LMX are intertwined, acting as both source and product of the other. Reward Systems RS are groups of standardized responses that are designed to give benefits to employees who perform tasks specified by their company or superior Businessdictionary. A RS is another form of supervisor-employee interaction in the sense that a reward is typically created by a manager to give to subordinates, and subordinates respond to those rewards verbally or behaviorally.
In fact, all of the constructs previously discussed are heavily connected to RS by either being rewards themselves POS, LMXor acting as a part of the measurement of the construct trust in supervisor TS. POS and LMX are methods of positive reinforcement because they are increased as an employee fulfills their psychological and occupational contracts.
When employees determine their level of TS, reward distribution is considered because employees must feel that they are rewarded properly for their contributions in order to know that their supervisors have their best interest in mind.
Supervisor/Employee Gender Relationships
Research shows that most RS methodology has a positive correlation with job productivity in employees Elangovan and Xie, The primary forms of rewards are psychological eg: In order to increase company productivity, it is common for managers to implement a system in which employees receive more rewards for a corresponding increase in job productivity; however, this system is only effective under certain circumstances, usually dictated by the psychological state of the employee.
Elangovan and Xie found that RS had a positive correlation with motivation, but self-esteem served as a moderator. This data demonstrates that familiarity with subordinates, particularly with regard to the self-esteem construct, is imperative for implementing effective RS.
The bare essentials for implementing an RS involve: Setting up these features within a company can be a costly enterprise, and if the reward system does not cause a significant increase in employee production, the system will simply serve as a loss to the company. For this reason, LMX, and employee testing procedures are invaluable in allowing superiors to gain critical information about their subordinates, so that the RS can be designed with high confidence of leading to increased revenue for the company.
In addition to the direct effects of RS on employees, Elangovan and Xie demonstrates how employees also benefit from feeling empowered through receiving rewards. They posit that rewards are part of the five bases of social power i. Trust is mutually established through significant interactions, and acts as the foundation for building POS and LMX in the employee-supervisor relationship, and that relationship is rated more positively when employees feel that they have more positive interactions with supervisors than negative interactions.
Although studies have shown a positive correlation between RS and job performance, psychological states of employees, particularly with regard to self-esteem moderate the relationship. Furthermore, this positive rating may be independent of actual employee performance levels. Future studies would benefit from a cross-lagged panel design that could use time as a quasi-experimental variable in order to derive statements that imply cause and effect between the variables LMX, and employee job performance.
Additionally, the prevalence of research that indicate associations between the constructs studied in this paper ie: In the case of a mediating relationship, the ability of empowerment to predict job performance should exist at some level independently of the other constructs.
For data analysis, a hierarchical multiple regression with the other constructs POS, TS, LMX, RS put into the equation before empowerment could be used in order to test the effect of empowerment on job performance after the other constructs have been accounted for. Development of leader-member exchange: Academy of Management Journal, 39, Integrating theory and practice.
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If the relationship ends, or the less-powerful person moves to end it, he or she will perceive any negative treatment at work—a poor evaluation, denial of promotion, disadvantageous transfer, or another step—as retaliation.
Another consequence can be that co-workers of the lower-level person involved in a relationship with a powerful person perceive favoritism—that, while the relationship lasts, the romantic partner gets less work, more privileges, and so on.
Act now to prevent the damage, says Miller. Avoid Liability for Workplace Romances Like romances everywhere, some workplace romances go wrong. So what should employers do? Put policies in place.
Supervisor/Employee Gender Relationships - Woman
So … repeated training on issues related to sexual harassment for all supervisors is a necessity to protect the company and to further an atmosphere of appropriate respect. If you learn that a boss is involved in an inappropriate relationship, go to him or her immediately. Instead, give the boss a choice between ending the relationship and losing his or her supervisory status. If the boss flat out denies the relationship, all you can do is to carefully document your conversation with him or her.
Employees can still go to court. What are the risks?
Miller recommends that training include explanations of four key Supreme Court rulings: