Topic: Importance of employer-employee relationship towards the growth of a business

The questionnaire was divided into 2 sections. The first section (Section A) concentrated on employers
(owners) views on the impact of relationships in organizations. The second section (Section B) focused
on employees views on the impact of relationships in organizations. A five point Likert Scale of I to IV
in the questionnaire was adopted to assess the degree of agreement of each parameter where I
represented ‘strongly disagree’, II ‘disagree’, III ‘uncertain’, IV ‘agree, and V ‘strongly agree’. The aim
was to evaluate whether the perceived questions were more agreed upon and widely relevant. Also,
Yes/No and multiple choice questions were used in order to obtain accurate and specific data. The
interview mainly focused on the respondents’ opinion, experience and knowledge of the subject
matter. In the process, data on judgments made by the respondents were weighted, and the basic
descriptive statistics were computed. Consequently, by using this approach, the respondents’
preferences were more precisely clarified.

Section A: Employer
Table 1. Business Survival and Relationship
No Questions Likert Scale
.
I II III IV V
1. Business cannot survive without relationship?
2. Relationship enhances market competitiveness?
Frequency
Percentage (%)

Table 2. Image and Profile, Relationship

Questions Category Frequency Proportion
Good employer-employee Yes
relationships create a positive No
business image and profile in the Skeptical
community?

Table 3. Productivity, Customer Service, Retention, Strike, Trust and Communication, Others and
Relationship
No Questions Likert Scale
.
I II III IV V
1. Good relationships with employees increase productivity?
2. Good relationship with employees improves customer
services?
3. Good relationships with employees makes it easy to retain
valuable employees?
4. Good relationship with employees reduces employee
strike?
5. Good relationship with employees create a favorable
working environment?
6. Good relationship with employees promotes trust and
open communication?
7. Good relationship with employees increase Job
satisfaction?
8. The company attracts and retains outstanding employees
9. I have a good relationship with my employees
10. The business cares about employees and contributes to
their success
11. I communicate openly and honestly with employees
Frequency
Percentage (%)
Section B: Employee
Table 4. Loyalty, Survival, Satisfaction, Organizational Growth, and Relationship
No Questions Likert Scale
.
I II III IV V
1. Employee loyalty is valued and rewarded in this
organization
2. I believe the organization deserves my loyalty
3. Over the years my loyalty to the company has grown
stronger
4. I would like to see my relationship with the organization
grow in the foreseeable future
5. Good relationship with customers provide the opportunity
to grow
6. I contribute to the success of this business
7. The employer communicates openly and honestly with
employees
8. The company retains outstanding employees
9. I have a good relationship with my employers
10. The business cares about me and contributes to my
success
11. I am willing to work for this organization for the next five
years
12. Personally, I strongly feel attached to this organization
Frequency
Percentage (%)
 Abstract
Most of the time, employer-employee partnerships may help or hinder the
accomplishment of corporate objectives. The form of partnership established in a
company may have an impact on competitiveness, either positively or negatively.
Though the goal of any company is to increase benefit, the employer-employee
relationship may be a hindrance to achieving those goals. The aim of this research is
to provide readers with evidence-based knowledge on the role of the employer-
employee relationship in the growth of a company. The paper also emphasizes the
importance of work satisfaction in inspiring positive relationships between these two
parties and recommends recommendations for managing the relationship.
Keywords: employer-employee relationships, organizational growth, job
satisfaction.
 Reference

[1] Demirbag, M., Collings, D. G., Tatoglu, E., Mellahi, K., & Wood, G. (2014),
High-Performance Work Systems and Organizational Performance in Emerging
Economies: Evidence from MNEs in Turkey. Management International Review,
54(3), 325-359. http://doi.org/10.1007/s11575- 014-0204-9
[2] Dobbins, T., & Dundon, T. (2015), The chimera of sustainable labour-
management partnership. British Journal of Management, n/a-n/a.
http://doi.org/10.1111/1467-8551.12128
[3] Donaldson, B., & O’Toole, T. (2007), Strategic market relationships: from
strategy to implementation. Wiley.
[4] Dundon, T., & Dobbins, T. (2015), Militant partnership: a radical pluralist analysis
of workforce dialectics. Work, Employment and Society, 29(6), 912-931.
http://doi.org/10.1177/0950017014559961 [20] Felstead, A., Gallie, D., Green, F., &
Inanc, H. (2015), Fits, misfits and interactions: learning at work, job satisfaction and
job-related well-being. Human Resource Management Journal, 25(3), 294-310.
http://doi.org/10.1111/1748-8583.12071
[5] Ford, D., & McDowell, R. (1999), Managing Business Relationships by Analyzing
the Effects and Value of Different Actions. Industrial Marketing Management, 28(5),
429-442. http://doi.org/10.1016/S0019-8501(99)00065-6
[6] Heffernan, M., & Dundon, T. (2016), Cross-level effects of high-performance
work systems (HPWS) and employee well-being: the mediating effect of
organisational justice. Human Resource Management Journal, 26(2), 211-231.
http://doi.org/10.1111/1748-8583.12095
[7] Hunt, M., Lara, T. M., & Hughey, A. W. (2009), Establishing and Maintaining
Organizational Trust in the 21st Century. Industry and Higher Education, 23(2), 71-
77. http://doi.org/10.5367/000000009788146584
[8] Institute of Leadership & Management. (2007), Managing the employment
relationship. Boca Raton: CRC Press.
[9] Jansen, R. J. G., Curseu, P. L., Vermeulen, P. A. M., Geurts, J. L. A., & Gibcus, P.
(2013), Information processing and strategic decision-making in small and medium-
sized enterprises: The role of human and social capital in attaining decision
effectiveness. International Small Business Journal, 31(2), 192-216.
http://doi.org/10.1177/0266242611406762
[10] Keeble-Ramsay, D., & Armitage, A. (2014), HRD challenges when faced by
disengaged UK workers. Journal of Workplace Learning, 26(3/4), 217-231.
http://doi.org/10.1108/JWL-12-2013-0112
[11] Khoreva, V., Vaiman, V., & Van Zalk, M. (2017), Talent management practice
effectiveness: investigating employee perspective. Employee Relations, 39(1), 19-33.
http://doi.org/10.1108/ER-01-2016-0005
[12] Kooij, D. T. A. M., Guest, D. E., Clinton, M., Knight, T., Jansen, P. G. W., &
Dikkers, J. S. E. (2013), How the impact of HR practices on employee well-being and
performance changes with age. Human Resource Management Journal, 23(1), 18-35.
http://doi.org/10.1111/1748- 8583.12000
[13] Li, S., Wu, X., Zhou, Y., & Liu, X. (2017), A study on the evaluation of
implementation level of lean construction in two Chinese firms. Renewable and
Sustainable Energy Reviews, 71, 846-851. http://doi.org/10.1016/j.rser.2016.12.112
[14] Martin Alcázar, F., Miguel Romero Fernández, P., & Sánchez Gardey, G. (2013),
Workforce diversity in strategic human resource management models. Cross Cultural
Management: An International Journal, 20(1), 39-49.
http://doi.org/10.1108/13527601311296247
[15] Martinson, C. (2012), The Labour Act 2003, Act 651 and Organized Labour
Strikes: Case Study of Ghana Medical Association. Kwame Nkrumah University of
Science and Technology. Retrieved from
http://dspace.knust.edu.gh/bitstream/123456789/7389/1/CYNTHIA
MARTINSON.pdf
[16] McDermott, A. M., Conway, E., Rousseau, D. M., & Flood, P. C. (2013),
Promoting Effective Psychological Contracts through Leadership: The Missing Link
between HR Strategy and Performance. Human Resource Management, 52(2), 289-
310. http://doi.org/10.1002/hrm.21529
[17] Narula, R., & Dunning, J. H. (2000), Industrial Development, Globalization and
Multinational Enterprises: New Realities for Developing Countries. Oxford
Development Studies, 28(2), 141-167. http://doi.org/10.1080/713688313
[18] Nimoh, M. (2015), A Study of Labour Unrest in Ghana. Kwame Nkrumah
University of Science and Technology. Retrieved from
http://dspace.knust.edu.gh/bitstream/123456789/8452/1/A STUDY OF LABOUR
UNREST IN GHANA.pdf
[19] O’Donoghue, A., Conway, E., & Bosak, J. (2016), Abusive Supervision,
Employee Well-Being and Ill-Being: The Moderating Role of Core Self- Evaluations
(pp. 3-34). http://doi.org/10.1108/S1746-979120160000012001
[20] Persson, S., & Wasieleski, D. (2015), The seasons of the psychological contract:
Overcoming the silent transformations of the employer? employee relationship.
Human Resource Management Review, 25(4), 368-383.
http://doi.org/10.1016/j.hrmr.2015.02.003
[21] Pratono, A. H., & Mahmood, R. (2015), Mediating effect of marketing capability
and reward philosophy in the relationship between entrepreneurial orientation and
firm performance. Journal of Global Entrepreneurship Research, 5(1), 5.
http://doi.org/10.1186/s40497-015- 0023-x
[22] Rashid, M., Abdeljawad, I., Manisah Ngalim, S., & Kabir Hassan, M. (2013),
Customer-centric corporate social responsibility. Management Research Review,
36(4), 359-378. http://doi.org/10.1108/01409171311314978
[23] Saunders, M. N. K., Lewis, P., & Thornhill, A. (2009), Research methods for
business students. Prentice Hall.
[24] Siekpe, J. S., & Greene, W. E. (2006), Employment and Labor Laws. Journal of
African Business, 7(1-2), 229-249. http://doi.org/10.1300/ J156v07n01_11
[25] Sparrow, P. R., & Makram, H. (2015), What is the value of talent management?
Building value-driven processes within a talent management architecture. Human
Resource Management Review, 25(3), 249-263.
http://doi.org/10.1016/j.hrmr.2015.04.002
[26] Spence, M. (2010), The Impact of Globalization on Income and Employment:
The Downside of Integrating Markets. Foreign Affairs, 90, 28-36.
http://doi.org/10.2307/23039604
[27] Valizade, D., Ogbonnaya, C., Tregaskis, O., & Forde, C. (2016), A mutual gains
perspective on workplace partnership: Employee outcomes and the mediating role of
the employment relations climate. Human Resource Management Journal, 26(3), 351-
368. http://doi.org/10.1111/ 1748-8583.12113
[28] Vickers-Willis, T. (2008), Psychological contracts and competitive advantEDGE.
Vickers-Willis Corporation. Retrieved from http://www.vwcorp.
com.au/html/written/PsychologicalContract.pdf
[29] Wilkinson, A., Dundon, T., Donaghey, J., & Townsend, K. (2014), Partnership,
collaboration and mutual gains: evaluating context, interests and legitimacy. The
International Journal of Human Resource Management, 25(6), 737-747.
http://doi.org/10.1080/09585192.2014.868713
[30] Xesha, D., Gervase Iwu, C., Slabbert, A., & Nduna, J. (2014), The Impact of
Employer-Employee Relationships on Business Growth. J Economics, 5(3), 313-324.
Retrieved from http://www.krepublishers.com/02-Journals/JE/JE-05-0-000-14-
Web/JE-05-3-000-14-Abst- PDF/JE-5-3-313-14-140-Xesha-D/JE-5-3-313-14-140-
Xesha-D-Tx%5B8%5D.pdf
[31] Yin, R. K. (2009), Case study research: design and methods. Sage Publications.
Retrieved from https://books.google.com.my/books/about/
Case_Study_Research.html?id=FzawIAdilHkC&redir_esc=y
[32] Zhou, Y., Hong, Y., & Liu, J. (2013), Internal Commitment or External
Collaboration? The Impact of Human Resource Management Systems on Firm
Innovation and Performance. Human Resource Management, 52(2), 263-288.
http://doi.org/10.1002/hrm.21527