© 2019 JETIR May 2019, Volume 6, Issue 5 www.jetir.

org (ISSN-2349-5162)

“Employee Relation and Its Effect on Employee

ABSTRACT
Employees are among the most important resources of an organization and are coined as most valuable
assets. It involves maintaining a work environment that meets the needs of employees and management.
Improve employee morale, build corporate culture, pass on expectations. An effective relationship with
employees means creating and cultivating a motivated and productive workforce. This study emphasizes
understanding the practices of employee relations, its underlying factors, problems and their impact on
employee performance in Kavya Systems, Bangalore. a descriptive approach to this research was first
adopted to describe the existing practices of employee relations at Kavya Systems, while in the next phase
of the study the causal approach was applied to link the factors related to employee performance. The study
includes a design study, based on a questionnaire that covers practical relationships with employees, their
underlying factors, their problems and their impact on employee performance in Kavya Systems, Bangalore.
The fundamental aspect of this study is to analyze the effect of relationships with employees in the
performance of an employee. The primary data collection was performed using a suitable sample may have
influenced the accuracy of the results. The relationship between employee relationship factors and employee
performance was found by statistical hypothesis tests. In the investigation conducted identified the practices
followed relationships with employees within the organization had a direct impact on the performance of the
employees of the organization. Employees with the highest level of satisfaction with existing organizational
practices are more productive and resistant to change than the current organization. The study also revealed
that improving employee relations practices, an organization capable of improving employee performance
and therefore overall organizational productivity.

INTRODUCTION

Employees are among the most important resources of an organization and are minted as higher value
assets. The nature and amount of work done by them have a direct impact on the productivity of an
organization. Therefore, maintaining healthy relationships with employees within an organization is a
prerequisite for any organization to grow and succeed. According to the CIPD (Chartered Institute of
Personnel & Development), employee relations are a broad term that incorporates many topics, from
collective bargaining, negotiation, labor legislation to more recent considerations such as the balance
between working life and family Equality of opportunities and diversity management. It includes practices
or initiatives to ensure that employees are happy and productive. Employee relationships offer assistance in
several ways, including employee recognition, policy development and interpretation, and all types of
problem solving and dispute resolution. It is about managing the remuneration agreement, dealing with
work practices, terms and conditions of work, employment problems, giving employees a voice and
communicating with them. Relations with employees are responsible for maintaining the employee-
employer relationship, which contributes to satisfactory productivity, increasing employee morale and
motivation. A time when "Relations with employees" meant fragmented working relationships in
negotiations. Orchestrate. Dictate. Human resources professionals have helped negotiate collective
bargaining agreements. The provisions of the contract defined the relationship between management, unions
and workers. Nowadays, employee relations is a much broader concept. It involves maintaining a work

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environment that meets the needs of employees and administration. Improve employee morale, build a
corporate culture, convey expectations. An effective relationship between employees involves the creation
and cultivation of a motivated and productive workforce. It is necessary to take into account the dynamics of
the employer-employee relationship. It covers all relationships between employers and employees in the
industry. Relationships with employees also include the possibility of employee participation in
management decisions, communications, policies to improve cooperation and control of complaints and to
minimize conflicts.

People are usually motivated from within, but human resources and organization must be concentrated what
they can do to encourage the kind of environment in which employees thrive to deliver Better presentation
Motivated employees have a higher level of reduced work commitment better rotation and performance than
non-committed employees. From the The success of the organization is directly related to the performance
of its employees, the companies Maintaining solid employee relationship initiatives will benefit from the
fact that your workforce is Very motivated to do their best. So the management of these relationships
becomes important for business success, since strong and healthy relationships can lead to greater results
Employee happiness and even greater productivity.

LITERATURE SURVEY
Etzioni (1975) identified three different sources and forms of power that could be utilized by employers
and three different forms of involvement. The source and forms and forms of power werenamed coercive,
remunerative and normative, and the forms of involvement were named alienative , calculativeand moral.

Schein (1988) thereexists an implicit contractual relationship between the employee and the employer
which is derived from a series of assumptions on the part of employer and employee about the nature of
their relationship.

Cully (1998) addressed this issue as part of an attempt to ascertain the extent to which employees in the UK
were satisfied with their job. They complied a measure of job satisfaction which look into account
employees satisfaction with four different components of their overall reward package incorporating both
intrinsic and extrinsic factors. Work satisfaction depends on sense of achievement, respect from managers in
terms of recognition for a job well done

Gennard J and judge G (2002) define employee relations is as study of the rules, regulations and
agreements by which employees are managed both as individuals and as a collective group, the priority
given to the individuals as opposed to the collective relationship varying from company depending upon the
values of management .

King, price& dainty(2004) an organizations strengths and weakness relies on the way they manage and
undertake employee relations within their businesses.

Blyton&turnbull(2008) conducted a study thatrevealed: employees do not put up their best performance at
work if the employee-employer relations are estranged

Gospel & palmer(1993) regarding to employee relations they started: conflict and cooperation coexists in
organization.

Gazioglu&saziye(2013) job satisfaction in relation to managerial attitudes towards employees.

Torrington And Hall(1998) refers to the relationship between employee and management as a framework
of organizational justice consisting of organizational culture and management style as well as rules and

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procedural sequence for grievance and conflict management indeed , the objectives of employee relationship
is to achieve harmonious employee relations and minimize conflict practices in employment

Peter drucker (1999) according to this author there was not enough evidence for the alleged turning away
from material towards. Economic incentives where becoming right rather then towards. There was no doubt
what we live in a money motivated world. Any amount of human relations cannot compensate for lack of
monetary rewards. Rewards could act as the catalyst for improved performance and better productivity

OBJECTIVES
1. Study the factors related to employee relations.
2. Analyze the impact employee relations on employee performance.

DATA ANALYSIS AND DISCUSSION

Regression

Descriptive Statistics
Mean Std. Deviation N
My supervisor cares about me as a person. 2.58 .758 50
The people here are pleasant and cooperative to work with. 1.22 .418 50
There is someone at work who encourages my development. 1.72 .573 50
My opinion and ideas seem to matter. 1.90 .707 50
My supervisor provides me with feedback and guidance. 2.28 .607 50
My supervisor helps me know what is expected of me. 2.50 .678 50
I had the opportunity to get a similar job with another organisation, I
would stay with my present company 2.68 .978 50

The table above shows the mean of different variables of effectiveness of Employee Relation. has scored
mean of 2.68 for the variable and the highest SD is 0.978.Employ relation in the study because with an
understanding the critical factor that influences employ productivity . As people relation Similar changes
can be seen in their productivity, their requirements and individual esteems are influenced. At the point
when individuals are young, they makes better and effective relation with employees and help in increasing
employ productivity. This is why employ relation becomes one of the basic statistic factors influencing
employ productivity and their way of working.

Model Summaryb
Adjusted R Std. Error of the
Model R R Square Square Estimate Durbin-Watson
1 .501a .251 .147 .700 2.137

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a. Predictors: (Constant), I had the opportunity to get a similar job with another
organisation, I would stay with my present company, There is someone at work
who encourages my development., The people here are pleasant and cooperative to
work with. , My supervisor provides me with feedback and guidance., My opinion
and ideas seem to matter., My supervisor helps me know what is expected of me.
b. Dependent Variable: My supervisor cares about me as a person.

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 7.087 6 1.181 2.408 .043b
Residual 21.093 43 .491
Total 28.180 49
a. Dependent Variable: My supervisor cares about me as a person.
b. Predictors: (Constant), I had the opportunity to get a similar job with another
organisation, I would stay with my present company, There is someone at work who
encourages my development., The people here are pleasant and cooperative to work with. ,
My supervisor provides me with feedback and guidance., My opinion and ideas seem to
matter., My supervisor helps me know what is expected of me.

CONCLUSION
Maintaining harmonious relationships is very important for the survival, prosperity and growth of the
organization. Good and healthy relationships with employees lead to better organizational performance. The
study found that small organizations are aware of the advantages of maintaining good relationships with
employees and of correcting corrective actions to minimize relationships with the poor employees of the
organization. Similarly, the study found that there is a significant positive relationship between employee
relationships and employee performance, as well as between employee relationships and the performance of
the organization. In addition, the study found that the use of unfair labor practices is one of the main causes
of poor relationships with employees in small organizations in Tanzania. Therefore, the study suggests the
need for small organizations to begin to implement fair work practices in all their activities and eliminate
unfair labor practices. In addition, the study recommends that small organizations in Tanzania focus more
on creating effective and sustainable working relationships that guarantee their growth and survival.

From the study it can be deduced that a good salary, a pleasant working relationship and a good working
condition play an important role in ensuring that employees are satisfied in the workplace and directly
reflect their intention to remain committed. in an institution. From these results, it is correct to conclude that
job satisfaction has a relationship with the commitment of both an employee's career and the institution for
which he works. However, this can be achieved if there is transparency in the reward system and if the
rewards or compensations satisfy the aspirations of the beneficiaries. One of the main lessons of the study is
that employees would be more committed to GCB when they receive prizes according to their
responsibilities and abilities. On this basis, it is recommended that the measures be implemented not only to
increase their salaries, but also to pay all their emoluments promptly. Changes in compensation packages
have an associated impact on employee satisfaction levels. Once again, GCB must devise ways to obtain
adequate structures to improve effective career management. The responses showed that around 33% feel
unsatisfied and, therefore, there should be incentive packages for employees who remain in place for a
considerable number of years or who accept publications for rural areas. There is a positive link between the
benefits and the incentive packages. This was also revealed in this study. GCB must have concrete career
development structures and conservation policies for its staff in other people to develop and maintain. The
GCB promotion and promotion criteria should be reconsidered to encourage staff morale and do everything
possible to help achieve the organization's goals.

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