Employee Relations and Managing knowledge

Questions: 1. Share an overview of the organisation you work for or one with which you are very familiar (you do not need to share the name of the organisation? 2. What does the organisation expect from its employees? What can employees expect from the organisation? What does this say about the organisation? 3. Do you think that the nature of the psychological contract between the company and its employees has changed? If so, how and why? Answers: 1. Organizational Overview Organizations deploy a host of strategies in order to develop positive relation with their employees(Schalk, 2007). Positive relations results in gaining higher productivity from employees, gain over their trusts as well as expectations. The scope of the current report analyses a retail organization that employs over 3000 employees and their various expectations. The retail organization offers various low priced items to its customers. Employees are present on the shop floor and at every service points to enable better customer handling and reduced time for delivery. There is a high satisfaction level amongst customers due to the proper handling and fast timely attainment. The manager of the organization at the shop floor level is responsible for carrying out various operations and handling employees. The versatile range of functionality performed by managers has often led to stress and burnout. This has caused the manager put pressure on the existing employees to over perform to meet aims and objectives for the organization in a better way. 2. Expectations from employees The organization expects that its employee base to deliver high productivity and reduce service time(Suazo, 2009). The Company expects its employees to lead within the industry in terms of the service time. Employees on the other hand, are highly dissatisfied towards the organization due to low salary in the industry. The employees want the organization provide timely and competitive salary within the industry(O'Neill, 2007). Other retail owners within the same area are proving high salary levels with flexibility options. This flexibility has attracted a lot of women employees within the organization, who are often forced to work in different shifts and are not allowed to go home. From the above reflection regarding the views of employee and employer it can be understood that the organization does not take feedback from its employees. It is also clear that the organization does not deploy any sort of motivational strategy for its employees. 3. Nature of psychological contract The nature of psychological contract initially between the employer and employee was emotional dependence(Atkinson, 2007). The employee had high esteem for the organization and high amounts of satisfaction. The employees had put in their maximum effort and labor in order to emerge as valuable employees who will be regarded by the organization. But later the employees realized that the employer is not connected with its employees. This has resulted in high dissatisfaction amongst employee and employer. Though the employees are performing well, such dissatisfaction levels have led them to look for opportunity elsewhere. The organization is gradually experiencing high amounts of labor turnover which was earlier redundant. This change has led to the organization experiencing high costs in regards to recruitment. Women employees who have children especially are considering new opportunity to work elsewhere in organization. The inflexibility of the organization has forced various employees to leave and take up job elsewhere in spite of the high levels of employee commitment factor. References Atkinson, C., 2007. Trust and the psychological contract.Employee Relations,29(3), pp.227-246. O'Neill, B.S. and Adya, M., 2007. Knowledge sharing and the psychological contract: Managing knowledge workers across different stages of employment.Journal of Managerial Psychology,22(4), pp.411-436. Schalk, R. and Roe, R.E., 2007. Towards a dynamic model of the psychological contract.Journal for the theory of social behaviour,37(2), pp.167-182. Suazo, M.M., 2009. The mediating role of psychological contract violation on the relations between psychological contract breach and work-related attitudes and behaviors.Journal of Managerial Psychology,24(2), pp.136-160.