Employees’ and employers’ expectations in Information Technology Industry
According to
Accordingly
to the Gennard and Judge(2005), the
monetary components include,
§ Hours of work.
§ Paid holidays.
§ Incentive schemes.
§ Pension schemes.
§ Salary rates.
§ Childcare facilities and flexible working arrangement opportunities.
§ Sick pay arrangements.
In
according to the Gennard and Judge(2005), the non-monetary elements include items such as,
§ Possibility for career progression and promotions.
§ Opportunities to upgrade skills and gain new skills through training and development.
§ The level of control over the job and job satisfaction in related to job design.
§ The ability to work in a friendly environment with good coworkers.
§ Fair and steady treatment by managers comparative to other employees.
§ The employment safety.
§ Being able to make an influence on the day-to-day operations at the workplace and at policy level.
§ Employment policies that are family-friendly and allow work-life balance.
As per my own experience over the past two years
in working with people with various job posts like Lecturers, System Engineers,
Trainee Software Engineers, IT project Managers, Software Engineers, DevOps
Engineers, QA Engineers like people tend to think about both monetary and
non-monetary topics. However, I’m noted most of the junior people are more
concerned about monetary questions, but more experienced people always check
about the non-monetary aspects as well.
In
terms of employers’ expectations, it’s basically the employers want employees
to perform what they are being advised without costing too much for them. Also,
employers usually define their own terms for how they want engagement and
commitment to be with employees
As
an example, the company I’m working, always issue clear instructions about
what’s been expected from an employee in their appointment letter and Job
Description document. Also, there are common guidelines and terms defined for
everyone in the office which is accessible through our company HRPA portal.
In Further, Gennard and Judge(2005) explain that employers
expect their employees to provide below in return depending on their talent and
nature of the job,
§ Ability to give discretionary effort
§ Flexibility between their work tasks
§ A capability to show inventiveness with work when needed
§ A provable commitment to the organization’s objectives
§ Capability to work as a member in a team environment
§ A willingness to change in terms of aptitude and adaptability
§ Minimum standards of capability in the task for which they are being hired (as expressed in qualifications, training received and employee’s experience)
§ Workplace social relationships
§ The style of management
§ The perceived equality of the company's promotional system
§ Working conditions quality
§ The compensation levels
§ The nature of the job (the activities involved, and the work creates excitement and challenge)
In addition to the contributing to a general
sense of personal well-being, job satisfaction is perceived to be associated
with a positive attitude towards work and increased productivity
References
Armstrong, M., 2006. Armstrong's handbook of
human resource management practice.. 10 ed. London: s.n.
Armstrong, M., 2014. Armstrong's
handbook of human resource management practice. 13 ed. s.l.:s.n.
Dumisani Xesha, Chux Gervase
Iwu, Andre Slabbert and Joyce Nduna, 2014. The Impact of Employer-Employee
Relationships. Journal of Economics, p. 13.
John Gennard and Graham
Judge, 2005. Employee Relations. 4 ed. s.l.:Chatered institute of
Personnel and Development.
I find myself agreeing with your comments. Rousseau & McLean Parks (1993) also have stated that the expectations that exist between employers and employees are reciprocal in nature, and this reciprocity is key for the success of the business.
ReplyDeleteAgreed with you Divakar. Adding more to comment, negative and positive attitudes of an employee depends on the organization. there should be mutual understanding and a relationship between the employee and employer at all times(Blau, 1964; Gouldner, 1960) .
DeleteAgreed. Further, younger employees are motivated not only by salary and bonus but also by moral-spiritual factors which are non-financial benefits. But older employees are more motivated to retain what they already have (Bal et al., 2012).
ReplyDeleteThanks for your comment Dileepa, Partially agreed with you because money is the main motivational factor, no other benefits come even close to it. Employees want to earn good salary for their workload, money is the fundamental inducement, and no other incentive or motivational technique comes even close to it (Abbah, 2014).
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ReplyDeleteWell said Amila. Setting expectation for your employees is an essential responsibility that many business owners gloss over, clear employee expectations benefit not only your staff but your staff but your business as a whole (Skye Schooley,2020).
ReplyDeleteHi Upeksha thank you for comment, Point taken.
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ReplyDeletewell develped article, The world changed drastically past few decades, with a large majority of these changes due to the increased infiltration of technology in society, alters the way individuals think, interact, and complete their tasks (Marius, 2012)
ReplyDeleteHi Amila, Well explained, further company's expecting the employees to improve the organizational performance have to maintain a good relationship with the employees to contribute the fullest for the organization. However employees expecting the transparency, accountability, forecasting the good culture and the professional growth is also visible for to meet expectation as well (Obushenkova, Plester and Haworth, 2018).
ReplyDelete