assignment 1 the employee employer relationship

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Assignment 1 Employee vs Employer Relationship

What is employer-employee relationship: Benefits & best practices to improve workplace harmony

You know that feeling when you're part of a team that just clicks? It's like a perfectly orchestrated symphony where every note harmonizes effortlessly and feels right!

Well, in the whirlwind of modern workplaces, fostering a positive relationship between employers and employees is similar to discovering the secret ingredient that makes your organization truly special.

With that, let's dive into the world of employer-employee relationships! In today's fast-paced working environment, fostering a positive relationship between employers and employees is vital for both parties. We'll explore the meaning of this relationship and unravel the benefits and best practices that can enhance workplace harmony.

What is the relationship between employer and employee called?

The relationship between an employer and an employee is commonly referred to as the employer-employee relationship. This association represents a formal and contractual bond wherein an individual provides labor or services to an organization in exchange for compensation and benefits.

This relationship is governed by employment agreements, which outline the terms and conditions of employment, including roles, responsibilities, and remuneration.

Central to the employer-employee relationship is a set of expectations that both parties uphold. Employers are responsible for providing a conducive work environment, fair compensation, and opportunities for professional development.

Conversely, employees are expected to perform their duties diligently, adhere to company policies, and contribute to the overall success of the organization.

The employer-employee relationship extends beyond mere transactional engagement; it encompasses aspects of mutual respect, trust, and collaboration.

Effective internal communication , transparent policies, and a commitment to fostering a positive work culture are integral components in nurturing a strong and symbiotic connection between employers and employees.

Ultimately, this relationship plays a pivotal role in the productivity, satisfaction, and success of both the individual and the organization.

What is the meaning of the employer-employee relationship?

At its core, the employer-employee relationship is a symbiotic bond between an organization and its workforce. It's not just about job titles and paychecks; it encompasses the dynamics, interactions, and mutual responsibilities between those who provide the work (employees) and those who provide the jobs (employers).

The employer-employee relationship is the heart of any organization. It's more than job titles and paychecks; it's the give-and-take between employees and employers. Employees contribute their skills and effort, while employers provide opportunities and support.

It's like a dance, where both partners work together to create a harmonious and productive workplace. This relationship's success not only benefits the organization but also the well-being and growth of its employees , making it crucial for success.

Nature of relationship between employer and employee

The nature of the relationship between an employer and an employee is characterized by a complex interplay of professional, contractual, and interpersonal dimensions.

On a contractual level, the relationship is formalized through an employment agreement, delineating the terms, responsibilities, and compensation.

Professionally, it involves the employee's commitment to fulfilling assigned duties and the employer's obligation to provide a conducive work environment and fair remuneration.

Beyond the formal aspects, the nature of this relationship also encompasses interpersonal dynamics. Trust, effective communication, and mutual respect contribute to a positive working alliance. Employers play a crucial role in fostering a supportive atmosphere, while employees, in turn, contribute to the overall success of the organization.

This dynamic interdependence underscores the intricate nature of the employer-employee relationship, where both parties influence and rely on each other for collective prosperity and growth.

What are the four elements of the employer-employee relationship?

The employer-employee relationship is multifaceted and comprises several key elements contributing to its overall dynamics and effectiveness. Here are the four essential elements:

1. Mutual expectations

Both the employer and the employee have specific and clear expectations, from their relationship. Employers expect employees to perform their job duties, meet productivity targets , and contribute to the organization's success. Conversely, employees expect fair compensation, job security, opportunities for growth , and a safe, respectful work environment.

2. Mutual commitment

Commitment is a crucial element in this relationship. Employers commit to providing regular pay, benefits, adequate training throughout, and a supportive work environment. On the other side, employees commit to dedicating their time, skills, and efforts to fulfill their job responsibilities and contribute to the company's goals.

3. Communication and feedback

Effective communication is essential for a healthy employer-employee relationship. Employers should provide clear job expectations, feedback on performance, and opportunities for employees to voice their concerns or suggestions. Conversely, employees should communicate openly about their needs, challenges, and ideas.

4. Trust and respect

Trust and respect are the foundation of any strong relationship. Employers must trust employees to perform their duties competently and ethically. Likewise, employees need to trust that their employment contract with their employer will provide fair compensation, a safe workplace, and opportunities for growth.

Respect for each other's opinions, ideas, and boundaries is also crucial in maintaining a positive relationship.

These four elements form the basis of a successful employer-employee relationship. When both parties understand and fulfill their roles in these areas, it leads to a more harmonious mutually respectful relationships, and productive work environment . These factors have a big influence on employee engagement and employees' level of trust in the organization.

What is the traditional employer-employee relationship?

The traditional employer-employee relationship is a structured arrangement where an individual, the employee, enters into a formal agreement with an employer to exchange labor or services for compensation.

This relationship has historically been characterized by a hierarchical structure, where employers hold authority and employees follow established directives.

Employment terms and conditions, including job responsibilities, working hours, and compensation, are typically outlined in employment contracts or agreements.

In this conventional model, employers assume the role of decision-makers, setting organizational goals and managing the overall direction of the company. Employees, on the other hand, are expected to fulfill assigned tasks within the scope of their roles.

The structure often includes performance assessments, periodic reviews, and potential avenues for career progression within the organization.

Benefits and responsibilities are clearly defined, and job security has traditionally been a hallmark of this relationship.

Employers provide stability, a consistent income, and, in some cases, additional perks such as healthcare and retirement benefits. In return, employees are expected to contribute their skills, time, and efforts to advance the objectives of the organization.

While this traditional model still forms the foundation of many employment relationships, contemporary workplaces are witnessing shifts towards more collaborative and flexible arrangements.

Employers are recognizing the importance of employee engagement , work-life balance, and a positive workplace culture, leading to adaptations in the traditional employer-employee dynamics to meet evolving expectations and preferences.

What is employee and supervisor relationship?

The employee-supervisor relationship is a critical aspect of the professional dynamics within an organization. It is characterized by a structured and hierarchical association where a supervisor, typically a higher-ranking individual in the organizational hierarchy, oversees the work and performance of an employee or a team of employees.

This relationship is governed by the principles of leadership, guidance, and collaboration to achieve organizational goals.

Supervisors play a pivotal role in providing direction, setting expectations, and evaluating the performance of their subordinates. They are responsible for communicating organizational objectives, ensuring clarity regarding job responsibilities, and providing necessary resources for their team's success.

The relationship demands effective communication, where supervisors offer constructive feedback and guidance to enhance employee performance.

Employees, in turn, are accountable for fulfilling their roles, meeting performance expectations, and collaborating with their supervisors to contribute to the overall success of the organization.

A positive employee-supervisor relationship is characterized by trust, mutual respect, and open communication. It is essential for creating a positive work environment that fosters productivity, job satisfaction, and professional growth.

Effective employee-supervisor relationships often extend beyond the immediate work-related interactions, encompassing mentorship, professional development, and support.

These relationships contribute significantly to employee engagement, job satisfaction, and the overall success of the organization by fostering a collaborative and motivated workforce.

Employer-employee relationship benefits

Nurturing a positive and productive employer-employee relations in today's competitive job market allows organizations to enjoy higher employee satisfaction, lower turnover , and better overall performance. Here are some other benefits –

Increased productivity

A strong employee-employer relationship can significantly boost productivity . When employees feel valued and engaged, they are more motivated to perform at their best. This increased dedication and focus translate into higher efficiency and output.

Example: A study by the Harvard Business Review found that companies with engaged employees experience 22% higher productivity.

Lower employee turnover

Building a strong employee-employer relationship reduces turnover rates . Employees who are satisfied with their working conditions and feel appreciated are less likely to seek employment elsewhere. This saves organizations the time and cost associated with recruiting and training new staff.

According to the Society for Human Resource Management (SHRM) it can cost up to six to nine months' salary to replace an employee.

Enhanced job satisfaction

Job satisfaction is a key driver of employee retention and overall happiness. When employees have a good relationship with their employers, they are more likely to find their work fulfilling and rewarding.

A Gallup poll reported that employees who feel their opinions are heard at work are 4.6 times more likely to feel empowered to perform their best.

Improved employee well-being

A strong employer-employee relationship can contribute to improved mental and emotional well-being among employees. When they feel supported and valued, they experience less stress and job-related burnout.

The American Psychological Association (APA) found that 89% of employees at companies with well-being initiatives are more likely to recommend their company as a good workplace.

Higher employee engagement

Engaged employees are more committed to their work and the organization's mission. They are also more likely to go above and beyond their job descriptions to contribute to the company's success. According to Gallup , companies with engaged employees outperform their peers by 147% in earnings per share.

Better teamwork and collaboration

A positive employer-employee relationship fosters a culture of teamwork and collaboration. When employees feel comfortable communicating with their employers and colleagues, it leads to smoother workflows and more innovative problem-solving.

Google's research on high-performing teams found that psychological safety, which includes trust and respect, is a key factor in team success.

Reduced workplace conflicts

Effective communication and mutual respect can minimize workplace conflicts . Employees who can openly discuss concerns with their employers are more likely to resolve issues before they escalate.

A study by CPP Inc . found that 85% of employees experience workplace conflict to some degree, but constructive conflict resolution can lead to better outcomes.

Increased employee loyalty

A positive employer-employee relationship fosters a sense of loyalty among employees. Loyal employees are more likely to stay with the organization during challenging times and actively contribute to its long-term success.

Flexible work arrangements

Offering flexible work arrangements strengthens the employer-employee relationship by showing consideration for employees' work-life balance . This can include options like remote work, flexible hours, or compressed workweeks.

Professional development opportunities

Providing opportunities for professional growth and development enhances the employer-employee relationship. When employees see that their organization invests in their skills and career progression, they are more likely to stay and contribute to the company's success.

Recognition and rewards

Acknowledging employees' contributions through recognition programs and rewards reinforces a positive employer-employee relationship. Recognition fosters a sense of accomplishment and motivates employees to continue excelling in their roles.

Health and wellness initiatives

Investing in employee health and wellness initiatives contributes to a positive employer-employee relationship. Organizations that prioritize employee well-being by offering wellness programs, gym facilities, or mental health support create a healthier and more engaged workforce.

It’s easy to see that by investing in and fostering a strong employer-employee relationship, companies can create a thriving work environment that not only attracts top talent but also retains and maximizes the potential of their existing workforce.

Define employee relations

Employee relations refers to the intricate and multifaceted interactions and dynamics between employers and employees within an organizational context. It encapsulates the policies, practices, and strategies aimed at managing and enhancing the relationship between the workforce and the employer.

Central to any employer/HR and employee relations is the establishment of a positive and productive work environment where communication is open, trust is cultivated, and conflicts are addressed constructively.

This field encompasses a wide array of activities, including conflict resolution, performance management, employee engagement initiatives, and the development of fair and transparent policies .

An effective employee relations department is essential for creating a harmonious workplace, fostering employee satisfaction, and contributing to the overall success and sustainability of the organization. It involves a proactive and strategic approach to building a cohesive and mutually beneficial partnership between employers and employees.

What is employer-employee relationship management?

Employer-employee relationship management refers to organizations' strategies and practices to foster positive and productive connections between employers (management) and employees. It encompasses the dynamics, interactions, and mutual responsibilities within the workplace.

Effective employee and employer relationship management aims to create an environment where both parties are satisfied, engaged, and motivated to work collaboratively toward common goals.

Employer-employee relationship management is the roadmap for how an organization cultivates an atmosphere of teamwork and mutual respect. It involves setting clear expectations, promoting open communication, addressing concerns, and recognizing achievements.

By nurturing this relationship, organizations unlock the potential for greater innovation, higher job satisfaction, and improved overall performance .

William Sipling, Director of Workforce Transformation at Hubstaff , states that successful employee and employer relations must be built on a just and ethical foundation. “A business leader must remember that their employees are why their company is successful and prosperous.

Therefore, because of workers’ investments in the organization through their labor, effort should be placed on treating employees rightly, both socially and materially.

This means employers have an obligation to provide a culture of respect and safety (socially) and also to compensate them fairly and equitably (materially).”

Ways to enhance the employer-employee relationship

To help you navigate this essential aspect of the modern workplace, we've compiled a list of strategies to enhance the employee-employer relationship. These approaches should serve as guideposts for creating a work environment where collaboration, growth, and appreciation thrive.

Open communication

Encouraging open, transparent, and regular communication between employers and employees creates an atmosphere where ideas flow freely, and concerns are addressed promptly.

Active listening , where both parties genuinely hear and understand each other, fosters a sense of mutual respect and trust. An open-door policy ensures that employees feel comfortable approaching their superiors with questions, suggestions, or challenges, ultimately promoting a culture of dialogue and understanding.

Recognition and appreciation

Recognition is like a warm ray of sunshine in the workplace. Acknowledging and rewarding employees' hard work and achievements not only boosts morale but also reinforces the value of their contributions.

Employee recognition programs formalize this process, making it a consistent part of the organizational and company culture here. From verbal praise in team meetings to more structured awards and incentives, recognition and appreciation serve as powerful motivators that fuel employee dedication and enthusiasm.

Professional development

Investing in your employees' growth is an investment in the future of your organization. Providing opportunities for skill development and career advancement demonstrates a commitment to their personal and professional journey.

This can include offering workshops, courses, mentoring programs, or cross-functional training. When employees see that their organization is dedicated to helping them grow, they're more likely to reciprocate with increased loyalty and a deeper sense of engagement.

Work-life balance

Balancing the demands of work and personal life is a challenge many employees face. Offering flexible work arrangements, such as remote work options, flexible hours, or compressed workweeks, goes a long way in promoting a healthy work-life balance. When employees have the flexibility to manage their time effectively, they're happier and more productive.

Fair compensation

Competitive compensation packages, salaries and benefits are tangible ways to show employees that their efforts are valued and appreciated. Fair compensation not only attracts top talent but also retains experienced and dedicated staff.

It's a fundamental aspect of demonstrating that the organization recognizes the significance of their contributions. When employees feel fairly compensated, they are more likely to remain motivated, committed, and invested in their work.

Opportunities for team-building activities

Organizing team-building activities outside the regular work environment fosters a sense of camaraderie among employees. These activities can include retreats, workshops, or even simple team lunches.

Team-building helps strengthen relationships, improve communication, and create a positive and collaborative work culture.

Continuing to adapt to the evolving needs of employees, organizations can explore additional flexible work arrangements. This might involve implementing policies like job-sharing, sabbaticals, or extended parental leave.

Offering diverse options for work flexibility demonstrates a commitment to employees' well-being and individual needs.

Regular performance feedback

Establishing a system of regular performance feedback ensures that employees are aware of their strengths and areas for improvement. This ongoing dialogue between employers and employees promotes continuous growth and development .

Timely feedback also prevents misunderstandings and allows for adjustments in tasks or goals, contributing to a more constructive and supportive work environment.

Inclusive and diverse workplace initiatives

Promoting diversity and inclusion in the workplace is essential for a harmonious employer-employee relationship.

Implementing initiatives that celebrate diversity, such as diversity training, employee assistance programs, and employee resource groups, creates a more inclusive atmosphere. A diverse workforce fosters innovation and brings different perspectives to the table, contributing to the overall success of the organization.

By implementing these strategies, organizations can create an environment where positive relationships, collaboration, growth, and appreciation flourish. These guideposts pave the way to a workplace where employer-employee relationships are not just productive but also fulfilling, contributing to the overall success and well-being of both parties.

5 Employee-employer relationship examples

These relationships vary widely, like a colorful tapestry with unique threads. To explore this diversity, let's dive into five intriguing examples that showcase the different ways these connections can thrive.

Tech giants' employee perks

Companies like Google and Facebook are known for their comprehensive employee perks, including gourmet meals, on-site wellness facilities, and personal and professional growth opportunities.

These companies have crafted a reputation for offering a smorgasbord of perks, from gourmet meals that turn lunch breaks into a culinary adventure, to on-site wellness facilities that encourage a healthy work-life balance.

Yet, what truly sets them apart is their commitment to personal and professional growth. Employees here have access to learning opportunities, training, and career development that rivals any academic institution, creating an environment where both work and personal growth thrive in harmony.

Startup collaborative culture

Many startups foster close-knit relationships by encouraging collaboration , innovation, and a sense of ownership among employees.  Here, relationships go beyond a mere exchange of tasks; they are the lifeblood of innovation.

Startups encourage collaboration, innovation, and a sense of ownership among employees. It's not unusual to find team members wearing multiple hats, contributing to various aspects of the business.

Family-owned businesses

In family-owned businesses, a strong employer-employee relationship often exists due to the personal investment of the owners in the well-being of their employees. Family-owned businesses exude a unique charm. Here, the employer-employee relationship often flourishes due to the personal investment of the owners in the well-being of their employees.

It's akin to being part of an extended family where everyone's contributions are not only valued but celebrated. In such organizations, loyalty is not just a word; it's a way of life. There's a strong sense of trust, stability, and an unwavering commitment to the success and happiness of each team member.

Nonprofits and passion-driven work

Working for a nonprofit organization is like finding your true calling. These organizations are often filled with employees who are highly engaged, passionate, and purpose-driven. The secret sauce here is alignment. Employees find meaning in their work because they are closely tied to the organization's mission and values.

Remote work adaptation

The COVID-19 pandemic triggered a seismic shift in the way we work. Companies adapted to remote work , emphasizing trust and flexibility in the work setting. This transformation has redefined the employer-employee relationship, as it hinges on clear communication, self-discipline, and a mutual understanding of the unique challenges remote work presents.

Trust, independence, and adaptability have become the cornerstones of these relationships, as organizations have recognized the need to embrace the changing nature of work.

These examples remind us that there's no one-size-fits-all solution for building robust employer-employee relationships. Instead, it's about understanding the particular dynamics of each workplace and crafting relationships that resonate with the organization's culture and the individuals who fuel its success.

Challenges in establishing a good employer-employee relationship

Creating a strong bond between employers and employees is a bit like building a bridge. It's a journey that involves overcoming some common obstacles. In this section, we'll explore these challenges, which are like stepping stones on the path to a successful working relationship.

These challenges are part and parcel of the workplace landscape, from clear communication to managing workload and navigating organizational changes. Organizations can construct a sturdier bridge between employers and employees by understanding and addressing them.

Let's take a closer look at these challenges and how to navigate them effectively.

Communication barriers

Miscommunication or ineffective communication can lead to misunderstandings, creating rifts in what should be a smooth connection. These barriers can take many forms, from unclear expectations to misinterpreted feedback. Overcoming this challenge involves establishing a culture of clear and open communication, active listening , and a commitment to resolving issues through dialogue.

Diversity and inclusion

Understanding and respecting cultural differences can be a complex endeavor, but it's essential for building strong employer-employee relationships. It's not just about acknowledging diversity ; it's about creating an environment where everyone feels valued and included, regardless of their backgrounds.

This challenge involves promoting cultural awareness, providing diversity training, and encouraging a culture of respect and inclusivity.

Leadership and management styles

Differences in leadership and management styles can pose a challenge. Some employees may prefer a more hands-off management approach, while others thrive under more structured guidance. Striking a balance that caters to diverse preferences can be demanding.

Performance evaluation and feedback

Providing constructive feedback and conducting performance evaluations can be tricky. Employees may feel anxious or undervalued during these processes if not handled correctly. Establishing a fair and effective feedback system is essential.

Career growth and advancement:

Clear pathways for career growth and advancement within the organization are crucial. When employees don't see opportunities for professional development and advancement, they may become disengaged.

Employee recognition

Recognizing and appreciating employees' efforts on an ongoing basis is a challenge. If employees feel their contributions are not acknowledged, it can lead to disengagement and reduced job satisfaction.

Conflict resolution

Workplace conflicts can arise from time to time. The challenge is in resolving these conflicts constructively. Employers must have effective conflict resolution mechanisms in place to maintain a positive atmosphere.

Addressing these additional challenges requires proactive strategies, an understanding of employee needs, and a commitment to open communication and flexibility.

Balancing work and personal life is an ongoing challenge that can impact the employer-employee relationship. In today's fast-paced work environment, employees may struggle with burnout and stress , affecting their overall well-being.

Organizations need to implement policies that support a healthy work-life balance, such as flexible work hours, telecommuting options, and clear boundaries for after-hours communication.

Technology integration

The rapid evolution of technology can present challenges in maintaining a good employer-employee relationship. Overreliance on digital communication, such as emails and messaging apps, may lead to a lack of face-to-face interaction.

Striking a balance between utilizing technology for efficiency and ensuring meaningful personal connections is vital for a positive working relationship. Employers must navigate the integration of technology thoughtfully to avoid feelings of isolation among employees.

Employer-employee relationship management is the cornerstone of success in today's competitive job market and when employees have a strong, healthy relationship with their employers, the entire company benefits.

Cultivating a positive and productive connection between employers and employees offers benefits, from improved productivity to happier, more engaged team members.

Our journey through various examples, such as tech giants and startups, shows that while approaches may differ, the core principles of open communication, recognition, professional development, work-life balance , and fair compensation hold across the board.

Kailash Ganesh

Kailash is a Product Marketer with 5+ years of experience. He loves story-telling in the simplest way possible and he is an avid reader, movie buff, and likes to travel new places to meet new people.

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Employer-Employee Relationship: Elements, Benefits, and Challenges

When an employer brings in a new team member, it's not just a recruitment; it's the beginning of a relationship. And building a strong employer-employee relationship isn't just about satisfaction; it's the key to lasting loyalty and happiness.

Key Takeaways

• Meaning of employer-employee relationship.
• Elements to build a strong employee and employer relationship.
• Benefits of an employer-employee relationship.
• Ways to enhance the employer-employee relationship.
• Challenges businesses might face in establishing a good employer-employee relationship.

The degree of closeness in these relationships depends on both the employer and the employee. When some employers choose to follow the line of hierarchy, others opt to create a friendly bond.

This relationship often leads to employee engagement, nurturing strong employee morale, and a vibrant company culture . Another perfect choice would be hiring an employer of record. EOR makes your job extremely easy since it takes care of all aspects of employment compliance. It plays a significant role in the overall success of the businesses.

Elements to Build a Strong Employer-Employee Relationship

1. mutual respect.

Both the employers and employees should have mutual respect. Signs of disrespect are not just bad for the relationship; they also lead to low retention and bad word of mouth.

2. Knowing Each Other

To start a healthy relationship , it is essential to know the mutual strengths and weaknesses. It allows them to understand each other by discovering similarities and differences.

3. Communicating Freely

Open communication is vital in an employer-employee relationship. It leads them to be on the same page, moving in the same direction toward one common goal.

4. Knowing The Gap

There needs to be a gap between professionals and personal relationships. It is wise to avoid getting too close to employees, as it can cause the gap between employer and employee to become blurred. As a result, it can bring in allegations of favoritism in the workplace.

5. Embracing Recognition

Employers should remember that appreciation and recognition are equally important as criticism.

Take advantage of every opportunity to recognize your employees' efforts, whether it’s a town hall meeting or a spirit week celebration .

6. Understanding What ‘Control’ Means

An employer doesn't necessarily have to exercise their right to control the employees. The standard law test should work as a balance in maintaining the employer-employee relationship .

Having strong employer and employee relations reaps a lot of benefits for your business. Let's know how.

Benefit of employer-employee relationship

1. fewer workplace disputes.

A friendly work environment leads to a reduction in conflicts . Employee's trust gets more robust when they don't argue and work towards a common goal. That, in turn, results in making them productive by avoiding confusion and increasing disharmony.

2. Added On Productivity

Just as mentioned above, a positive relationship with the employer helps the employees generate more revenue through increased productivity . It is because when the work atmosphere is pleasant, motivation is increased, and morale is improved. And when employees feel happy , they are more likely to give their best efforts on the job.

3. Higher Engagement Rate

The organizational relationship is directly related to employee engagement . According to a report by the Society for Human Resource Management, "The majority of employees find the relationship with their employer to be significant to their job satisfaction .”

Thus, a close relationship can make the employees grow and stay for the long term because they feel valued.

4. Higher Retention Rate

Companies that endorse positive relations are more likely to be successful because it helps gain the confidence of their loyal employees who prefer to stick around .

They won't leave the team and organization, saving on recruitment, hiring, and training. To avoid business loss, it is better to invest in creating a strong relationship rather than spending on new searches.

5. Easier Work Assignment

As an employer, you should know your employees' strengths, weaknesses, and the current and potential range of their expertise. It helps in assigning responsibilities and avoiding mix-ups. It enables the employees to stay motivated and complete the given task efficiently.

Some employers also choose to create tasks to overcome weaknesses. When employees uncover new strengths, they feel happy and be themselves at work.

6. Quick Understanding Of Problems

Maintaining a good relationship with employees results in overall free and frank communication in the day-to-day business. Such open conversations assist in being aware of existing business problems and drawbacks, which helps find quick resolutions.

7. Workplace Equality

Most employers fail to serve equality in the workplace . And without a fair and equal environment , employees do not feel important.

As a result, they don't tend to work harder and be productive. By embracing equality for the employees, you can create a sound and efficient workforce vital for any business's success.

8. Earning Employee Advocacy

Employee advocacy is nothing but empowering your employees to promote the brand name of the company .

But why would an employee do that without a sense of oneness and trust towards the company? A solid employer-employee relationship can create a consistent employee advocacy strategy and activate them as promoting assets

Now, if your business stands to gain from any or all of these advantages, it is valuable to invest your efforts in nurturing the bond between you and your team members. Fortunately, there exist several methods to achieve this goal. Let's discuss further.

Ways to enhance employer-employee relationship

To improve the employer-employee relationship, you can:

Give Helpful Feedback : Your feedback will help the employees grow to improve and become aware of their strengths and flaws.

Offer Learning Opportunities : To demonstrate that you care about your employees' development, offer workshops or courses.

Support Work-Life Balance : Ensure employees have personal time out of work. It increases job satisfaction and prevents burnout.

Embrace Diversity and Inclusion : Create a welcoming space for all to boost loyalty and company culture.

Communicate Clearly : Share business choices openly to foster a sense of value and participation among employees

While employers undoubtedly play a key part here, only a joint effort by both the employer and employees is a must for an advantageous working dynamic. Therefore, it's important to acknowledge that employees have a fair amount of responsibilities.

They can take the following actions to keep their relationship with you at its best:

Open Communication : Employees should provide their own comments and suggestions for improvement in addition to receiving constructive criticism.

Continuous Learning : Employees must actively look for training opportunities, seminars, and other activities that enrich their work.

Team Collaboration : They must actively participate in team projects, thereby creating harmony.

Professional Integrity : To win the team's trust, they must preserve ethics, meet deadlines, and deliver quality work.

Company Involvement : Getting involved in company events will enrich your employees' sense of belongingness.

Now that we've discussed the responsibilities of both parties, it's essential to recognize the challenges that can affect this dynamic. These challenges, which we'll explore next, can sometimes make it harder to maintain a strong and mutually beneficial connection.

Challenges Businesses Might Face In Establishing A Good Employer-Employee Relationship

1. remote work dynamics.

Managing remote teams can be a big challenge due to communication gaps, feelings of isolation, and difficulties in monitoring employee productivity.

2. Changing Work Environments

Rapid changes in work environments, such as transitioning from in-office to remote work or vice versa, can disrupt the employer-employee relationship.

3. Work-Life Balance

Striking a balance between work and personal life can be challenging, especially with the blurring of boundaries caused by technology and remote work.

4. Generational Differences

Bridging generational gaps in the workplace can be a challenge, as different age groups may have varying expectations and communication styles.

5. Mental Health and Well-being

Supporting employee mental health and well-being is increasingly important but can be challenging for employers to address effectively.

Building a connected employer-employee relationship might not be as easy as it seems. But the minute you start investing time in them, you will know that it's the right path to business happiness!

This article is written by Susmita Sarma , a digital marketer at Vantage Circle . She was involved with media relations before shifting her interest in research and creative writing. Apart from being a classical music buff, she keeps a keen interest in anchoring and cooking. For any related queries, contact [email protected]

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Harnessing Successful Employer-Employee Relations: 12 Best Practices

Posted by hrisha bhuwal | May 23, 2022 | Employee Management , Employee Engagement , MANAGEMENT | 0 |

Do you believe your company is making progress toward its objectives? If not, it may be time to concentrate on employer employee relations in your company. The way of communication between managers, HR representatives, and employees is crucial to maintaining a healthy and productive work environment .

As we enter a new decade, an ever-evolving workplace has put employer-employee relations at the forefront. It is now more than crucial to Maintain positive employee relations to improve staff morale, reduce workplace conflict and ultimately, increase productivity. 

An important measure of corporate success is how employees and employers appreciate one another, and a solid partnership yields better results. Many workers have reflected deeply on what they desire from work and from their employers due to the pandemic, and in a world where talent is scarce, workers can expect businesses to respect those demands. 

Many workers may have realized that their primary desire is to maintain some balance between work and “life.” One cause for this could be the pandemic’s psychological impact. As an employer, you need to know how you can make them feel valued and help them to maintain a balance between work-life . In return, they will utilize their potential to fulfil your company’s goal.

Reasons to Prioritize a Positive Employer-Employee Relationship

Increased productivity.

A positive employer employee relations in the company, as previously said, allows employees to earn more income through higher productivity. It’s because a great work environment boosts motivation and boosts productivity . Happy employees are more likely to put up their best efforts.

Increased Retention

Companies that promote great professional relationships are more likely to succeed because it helps them acquire the trust of their loyal employees who desire to stay.

They will not leave the team or the business, saving money on recruitment, hiring, and training. Investing in building a solid relationship rather than spending money on new searches is better to avoid losing business.

Increased Engagement

Employee engagement is intimately tied to the organizational connection. “The majority of employees perceive the employer employee relations to be significant to their job satisfaction,” according to the Society for Human Resource Management research.

As a result of this strong relationship, employees can progress and stay for the long term since they feel valued.

Fewer Workplace Conflicts

Conflicts are reduced in a pleasant work atmosphere. When employees don’t dispute and work toward a common goal, their trust grows. As a result, they become more productive by avoiding confusion and increasing discord.

Assigning Work Made Simple

Strong employer employee relations allows you to know employees’ strengths, shortcomings, and present and potential areas of expertise as an employer. It aids in the assignment of responsibility and the avoidance of misunderstandings. It allows people to remain engaged and finish tasks efficiently.

Some employers design projects to compensate for deficiencies. Employees feel satisfied and can be themselves at work when they discover new skills.

Problems Are Quickly Recognized

Maintaining a positive relationship with employees leads to more open and honest communication in the workplace. Such open discussions help identify existing business issues and disadvantages, allowing for faster resolution.

Equality at Work

The majority of firms fail to promote workplace equality. Employees do not feel important in a workplace that is not fair and equitable.

As a result, individuals are less likely to work harder and produce results. You can build a solid and efficient staff critical to any company’s success by adopting employee equality.

Obtaining Employee Support

Employee advocacy is nothing more than empowering your employees to promote your company’s brand.

But why would an employee do it if they don’t feel connected to the firm and have faith in it? A robust employer employee relationship can help you develop a consistent employee advocacy strategy and turn your employees into promotional assets.

How To Improve Employer Employee Relationship?

Set the tone from the beginning.

First impressions are crucial. Extensive paperwork and pointless presentations will not capitalize on an enthusiastic new employee’s first enthusiasm. Instead, greet them with the same enthusiasm and take the time to personally assist them in getting ready for work. Introduce them to their coworkers and appoint a mentor to assist them in adjusting. Making them feel valued and welcome from the start will set a favorable tone for them while they figure out how to integrate into your company and their new career.

Make Your Relationship Healthy

Employer employee relations should be mutually beneficial and courteous. Because the employer hires the employee, he is responsible for ensuring that the latter is comfortable and happy at work. Employee satisfaction will result from an employer’s friendly approach, leading to beneficial and profitable outcomes. 

On the other hand, some employers prefer to keep their distance from their employees to maintain their hierarchy. It is totally up to the employer how he treats his employee, but the bottom line is that the two must establish a solid bond to achieve the company’s goals.

Establish a Centralized Employee Relations Oversight Team

As you begin to deploy employee-prioritization techniques, identify the team that will oversee their execution, handle dispute resolution, and collect employee feedback and engagement statistics. 

Keep an Open-Door Policy

Maintaining an open-door policy is a terrific way to start creating employer employee relationships. A natural give-and-take happens when your team members feel comfortable approaching you with questions, concerns, and new ideas. As a result, your employee/employer relationship will be strengthened.

Interdependency

Every employer employee relationship should be based on mutual trust. The smooth completion of work is contingent on the other. An employer will be pleased if his employee completes his responsibilities on time and takes on additional assignments while he is away. Similarly, an employee expects his supervisor to assist him in his duties and be available whenever needed.

Consider Going Digital

Technology, it should be the first step towards redirecting your plans to prioritize employees over numbers (and, just to be clear, when you prioritize employees, your numbers will rise). With the right technology, you can create a healthy and productive workplace.

An employee tracking tool like EmpMonitor can make your workplace more transparent, inclusive, and trustworthy. It will enable you to see how your employees are doing and whether they can focus on their work or not. As per their performance, you can evaluate if there is any need for change in the workplace or do something to improve their productivity.

EmpMonitor- Employee monitoring Software

EmpMonitor is one of the best cloud-based employee monitoring systems available in the market. It is the all-in-one employee management system you need for clock-in/clock-out, time-tracking, productivity, and performance measurement.

It checks all the boxes of being a perfect employee monitoring system and provides many features through which you can analyze whether your employees are productive or not, how efficient they are, and measure their overall performance. You can access all these details with just a single dashboard. 

Concentrate on Making Positive Connections:

Employers must focus on pleasant expressions while interacting with employees since emotions are contagious. Employees might sense a leader’s dissatisfaction with the current financials of the company’s performance, which can affect productivity. 

An employer that focuses on positive communication spreads positive feelings throughout the team. Even when things aren’t looking good, leaders should always be an inspiration to their staff rather than a source of stress and misery.

Avoid Micromanaging:

When you micromanage coworker , you give the impression that your employees are incapable of doing their jobs. This harms their efficiency and self-assurance.

Allowing your team members to set their own work hours is one of the simplest ways to give them some control. Sling software allows you, the manager, to create a timetable that lets your employees choose when they wish to work.

A Social Viewpoint:

Employer employee relations can open doors to new possibilities and view points. Since the organization is purely for business objectives, there should be room for friendly and social interaction between them. Apart from business-related issues, they should include lively and amusing topics in their conversation topics. In addition to being employees, their relationship should be open enough to feel the wave of amity at work.

Provide Opportunities for Advancement:

Companies that actively provide and support professional development for their employees will have a more motivated and well-equipped staff. Managers and HR officials should consult with employees about improving existing skills and obtaining new training.

Encourage Open Discussion:

A worker should be able to communicate freely. A lack of information and illness will emerge if employees fail to interact with their coworkers. This provides the perception to employees that they are not recognized as essential assets to the organization. As a result, ensure your employee’s comfort level by discussing your company’s performance and activities, which will draw the employee even deeper into your company’s family.

Working closely with an employer is critical, particularly in a call centre setting. Having a healthy and respectable relationship entails being on the same page and having each other’s back in difficult times. This will yield positive and beneficial results.

Make an Employee-Friendly Environment:

One of the most common reasons employees leave their jobs or dread going to work is that they are uncomfortable there. It’s critical to provide a safe environment for employees who spend a significant amount of time at work (over 30 hours here).

How are you going to do it? So, get to know your coworkers. Inquire about what they enjoy doing, what they don’t want to do, how their week is going, etc.

Also, asking employees their pronouns is required in today’s businesses. This makes people feel more comfortable at work.

Check Out Our Latest Posts:

Top 5 Productivity Tools On The Market Right Now Work Hours Calculator: 4 Best Practices To Calculate Work Hours 6 Easiest And Most Effective Ways To Manage Projects

Final Thoughts

These are mere tips for sweetening employer and employee relationships. Eventually, it will come down to you if you are willing to build an employer employee relationship to make the place more satisfactory. I hope it was helpful. If you have any queries, let us know in the comments below!

About The Author

hrisha bhuwal

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Determining the Employer/Employee Relationship - IPG-069

Effective Date: April 3, 2006

Revised date: February 14, 2023

On this page

A contract of service versus a contract for service, importance of employee status, control test, fourfold test, integration test, making a determination for the purpose of the canada labour code, gathering of the information, differentiating an employee and an independent contractor, assessing the employment relationship, application of the facts, ownership of tools, chance of profit and risk of loss, integration, weighing the facts, determination.

The purpose of this Interpretations, Policies and Guidelines (IPG) is to ensure a uniform national application to determine the existence of an employer/employee relationship. When investigating the matter of employer/employee relationship, the total relationship that exists between the parties shall be examined utilizing the various criteria set by the courts.

In order for a worker to be protected by the provisions of Part II and Part III of the Canada Labour Code (Code) as an employee, there must be an employer/employee relationship.

An employer is in contravention of the Code if they knowingly misclassify an employee or have a history of misclassifying employees in order to avoid statutory obligations or deny employee rights.

In order to comply with the Code, employers must ensure that they take corrective measures to avoid misclassifying employees. They may be subject to enforcement action by the Labour Program, up to and including an administrative monetary penalty (AMP) or prosecution.

This IPG will assist in establishing the possible existence of an employer/employee relationship when conducting investigations under Part II and Part III of the Code.

The employment relationship can be complex, with no quick and easy formulae to use which will provide an instant solution. When gathering information from the parties in regard to their work relationship, it must be kept in mind that the many "tests" are not tests in and of themselves. They are rather conditions outlined in jurisprudence. They may be given more or less weight in a particular case to determine if a worker is:

• simply part of the payer's business (contract of service), or
• in business on their own account (contract for service)

In Sagaz , the Supreme Court of Canada outlined some of the conditions to determine if a worker is an employee or an independent contractor. In the decision, the Supreme Court of Canada makes the following point that one must search for the total relationship of the parties:

"It is exceedingly doubtful whether the search for a formula in the nature of a single test for identifying a contract of service any longer serves a useful purpose…The most that can profitably be done is to examine all the possible factors which have been referred to in these cases as bearing on the nature of the relationship between the parties concerned. Clearly not all of these factors will be relevant in all cases, or have the same weight in all cases. Equally clearly no magic formula can be propounded for determining which factors should, in any given case, be treated as the determining ones." 671122 Ontario Ltd. v. Sagaz Industries Canada Inc., [2001]

To sort out the question of whether a worker is an employee or independent contractor, what defines employment shall be examined.

The general principles of contract law govern the formation of the contract of employment. A contract of employment is a contract by which a person, the employee:

• undertakes for a limited or indeterminate period of time
• to do work for remuneration
• according to the instructions; and
• under the direction or control of another person, the employer.

Within the framework of a contract of employment, a person:

• carries out the service of work
• receives remuneration, and
• carries out work according to the direction and control of the employer

The terms of the contract may be either in writing or given orally, but both are equally binding and enforceable. When a person is hired to be an employee, the person enters into a contract of service , which is an employer/employee relationship.

Another type of contract between 2 parties is that of an independent contractor or a contract for service . This type of contract may be defined as a contract by which a person, contractor or service provider makes a commitment to another person, the client, to:

• carry out material or intellectual work or
• provide a service for a price or fee

The characteristics of a contract for service are that:

• the contractor is free to choose the means of performing the contract, and
• no relationship of subordination exists between the contractor or the provider of services and the client in respect of such performance

To determine the existence of an employment relationship, the nature of the contract that binds both parties shall be reviewed.

Over the past 2 decades there is an emergence of "own-account" self-employment such as:

• freelancers
• consultants, and
• independent contractors

These have become more prevalent in the workplaces due to a range of factors such as:

• the globalization of trade
• the introduction of new technologies
• the volatility of international and domestic markets, and
• workers' desire for autonomy and independence

For these economic and social reasons, the boundary between independent contractor and paid employment is blurring.

There is a need to differentiate whether a worker is categorized as an employee or as an independent contractor. Federal jurisdiction employees receive numerous protections under labour standards and health and safety legislation. Independent contractors are not employees and thus, do not enjoy the protection of these statutes. The nature of the relationship shall be reviewed to determine if an employer/employee relationship exists in order for Part II and Part III of the Code to apply to the person as an employee.

All statutes have specific policy goals. As a result, it is possible that a worker may be found to be an "employee" for the purpose of one law, but not another. The Supreme Court of Canada has clarified that courts and tribunals must take into account the particular policy objectives of the statute when deciding if a person has employee status Footnote 1 . The Labour Program's investigative process must therefore reflect the policy goals of the Code. The policy objectives of the Code are to ensure minimum employment standards. They are also to prevent accidents and injuries to health arising out of the course of employment within Federal Jurisdiction.

Common Law tests in determining an employment relationship

The definition of "employee" and "employer" contained in the specific statutes is not usually helpful in determining whether there is an employment relationship between 2 parties. When disputes arise, courts and tribunals have resorted to the common law and civil law tests to determine employee status and whether a person is an employee under a certain statute.

To make a determination on the issue of employer/employee relationship, the cases referenced in this document shall be read and analyzed in order to:

• understand the legal principles
• observe how the judge or arbitrator identifies the salient points of each case; and
• scrutinize how each factor of the working relationship between a payer and a worker was weighed

The following "tests" suggest evidence that shall be weighed, at times differently, depending on the situation. It will help to determine whether a worker is:

• part of the payer's business, or
• in business on their own account

Refer to the References below for a listing of all the cases cited.

This was the first attempt to clarify the relationship between a worker and a payer. It was set out in Regina v. Walker (1858) . The Control Test was simply assessing the presence or absence of control a manager or supervisor might or might not have over their worker:

…A principal has the right to direct what the agent has to do; but a master has not only that right, but also the right to say how it is to be done. Regina v. Walker, (1858) 27 L.J.M.C. 207

This test was seen as too simplistic especially in recent years, when highly skilled and professional workers possess skills beyond the ability of their employers to direct.

This was developed in a 1947 Privy Council decision in Montreal v. Montreal Locomotive Works Ltd. et al where the court stated:

… It has been suggested that a fourfold test would in some cases be more appropriate, a complex involving: control ownership of the tools chance of profit risk of loss Control in itself is not always conclusive. Montreal v. Montreal Locomotive Works Ltd. et al, [1947] 1 D.L.R. 161

Lord Wright went on to indicate the crucial question is "whose business is it?" This question is from the worker's perspective and not the payer's.

This was first developed in Stevenson Jordon and Harrison, Ltd. v. MacDonald and Evans, (1952) . This approach attempts to find if the service being provided by the worker is:

• performed as an integral part of the business, or
• done on behalf of the business but not integrated into that business

This "test" is best explained by an excerpt from the decision:

… One feature which seems to run through the instances is that, under a contract of service, a man [sic] is employed as part of the business, and his [sic] work is done as an integral part of the business; whereas, under a contract for services, his [sic] work, although done for the business, is not integrated into it but is only accessory to it. Stevenson Jordan and Harrison, Ltd. v. MacDonald and Evans, [1952] 1 T.L.R. 101

To help examine the issue of who is an employee or an independent contractor, it may be useful to envision a continuum. On one extreme end of the continuum is a worker who is clearly an employee. For example, a person would be classified as an employee if they were:

• hired to be a mechanic
• paid by the hour and
• closely supervised by a foreman

On the other end of this continuum is a worker who will obviously be an independent contractor. This would be a worker who has their own company and performs work for a variety of companies. This worker:

• is contracted for the specific task of upgrading a company's computer software
• is paid a specified amount for the job
• signs a contract for a specific time period, and
• is not supervised, but reports their progress to the department manager

The section “Differentiating an employee and an independent contractor” identifies key factors that distinguish an employee from an independent contractor.

However, attempting to classify the workers in the middle of this continuum is less straightforward. This is because the workers that fall in the middle of this continuum have characteristics of both an employee and an independent contractor. They are therefore not so readily classified.

In order to make a decision if a worker is an employee or independent contractor, detailed information on how the relationship is structured must be gathered and assessed. To gather the facts, an Employer/Employee Relationship Questionnaire will be used as a tool for gathering information on the relationship between the payer and worker.

Once sufficient information on the relationship has been gathered, these facts shall be organized, assessed and weighed to determine whether there is either an employment or independent contractor relationship.

Assessing the information and making a decision

When analyzing the facts gathered on the relationship between the payer and the worker, the format established by the Supreme Court of Canada shall be followed. (“ Assessing the employment relationship ” below is useful).

The Court first states that the level of control will always be a factor, but the central question is:

whether the person who has been engaged to perform the services is performing them as a person in business on his [sic] own account. 671122 Ontario Ltd. v. Sagaz Industries Canada Inc. , [2001] 2 S.C.R. 983

All aspects of the relationship shall be examined and the following factors taken into account. Bear in mind this is not an exhaustive list and there is no set formula as to the application. The relative weight of each will depend on the particular facts and circumstances of the case. The factors include:

• whether the worker provides their own equipment
• whether the worker can hire their own helpers
• whether the worker can contract out work to other contractors
• whether the worker can provide services to more than one payer
• whether the worker is part of the employer's organization
• whether the worker has to report to the work site each day
• the financial investment made by the worker
• the extent to which the worker manages that investment
• whether the worker is exposed to personal financial risk in carrying out the work
• the worker's opportunity for profit, or risk of loss
• is the person liable for damage or quality of the work
• whether the worker has to report if he will be absent from work
• whether the worker is required to submit reports each day, week
• terms of payment, production obligations
• the manner in which the worker is hired or terminated

The following lists outline the points that differentiate an employee and an independent contractor. They are not an exhaustive list of factors that could be considered in making a determination.

A worker can be classified as an employee if the following characteristics are present:

• worker works exclusively for the payer
• payer provides tools
• payer controls duties, whether that control is used or not
• payer sets working hours
• worker must perform services
• payer provides pension, group benefits
• worker is paid vacation pay
• payer pays expenses
• worker paid salary or hourly wage
• worker reports to payer's workplace on regular basis

A worker can be classified as an independent contractor if the following characteristics are present:

• worker may work for other payers
• worker provides tools
• worker decides how the task is completed
• worker sets own working hours
• worker may hire someone to complete the job
• worker does not participate in payers benefit plans
• worker receives no vacation pay and no restrictions on hours of work, or time off
• worker pays own expenses
• worker is paid by the job on predetermined basis
• worker submits an invoice to payer for payment
• worker may accept or reject work

If the worker falls within the middle of this continuum the classification of employee or independent contractor becomes complicated.

The task is now to organize and assess the information gathered. This process will move the worker into one side of the continuum. It will also confirm if there is an employment relationship, or if the worker is in business on their own account.

The first stage is to organize the results of the Questionnaires, and any other material that has been gathered. Analyze the answer to each question from both the Payer and the Worker. Then decide if the evidence moves the worker to the Employee or Independent Contractor side of the Continuum.

These factors (not an exhaustive list) can include:

• total relationship
• change of profit
• risk of loss
• integration

To move the worker to one side of the continuum, it is necessary to examine the total relationship and answer the central question as posed by the Supreme Court of Canada:

whether the person who has been engaged to perform the services is performing them as a person in business on his [sic] own account.

In making the determination if a worker is classified as a person in business on their own account, remember, the Supreme Court of Canada states that:

the level of control the payer has over the worker's activities will be a factor, but other factors to consider include whether the worker provides their own equipment, whether the worker hires their own helpers, the degree of financial risk taken by the worker, the degree of responsibility for investment and management held by the worker, and the worker's opportunity for profit in the performance of their tasks.

It bears repeating that the above factors constitute a non-exhaustive list, and there is no set formula as to their application. The relative weight of each depends on the particular facts and circumstances of the case.

When examining the information, remember that an answer to the question of "whose business is it?" cannot be completed by taking a sum total in one or more categories. This will not move a worker into one category or another. It is the total relationship that is being examined.

Listed below is a brief explanation of the terms. They have been used to discern if a working relationship is that of an employee or an independent contractor:

The Supreme Court of Canada indicates that in making the determination of whether a person is in business on their own account, the level of control an employer has over the worker's activities will always be a factor. An employment relationship implies some supervision or control over the worker. The right to exercise control is significant, whether or not the control is actually exercised.

If a worker provides their own tools, this may be indicative of an independent contractor. Also important is the amount of money invested by the worker in these tools.

If the worker has a financial investment in a business, this is considered a strong indicator of an independent contractor. If there is no risk of loss this usually is determinative of an employment relationship. If a worker may possibly lose financially from the relationship, they will generally be considered to be an independent contractor.

It is important to remember that this point must be examined from the worker's perspective, not the payer. A contract of service (employee) is where the work is done as an integral part of the business of the payer. This is opposed to a contract for services (independent contractor), where the work done, although being done for the business, is only an accessory to the core or central function of the payer. Does the worker behave in a "businesslike" manner as someone in business for themselves?

This is the most important part of analyzing the information. When reviewing the factors, there may be some facts that support an employment relationship and other facts indicative of an independent contractor.

In order to resolve this issue, the investigation must discover the true essence of the working relationship of the parties. Review the evidence falling in the categories of:

• ownership of tools
• chance for profit
• risk of loss, and

As the facts emerge, you should be able to decide what weight to assign each category based on a thorough review of all the evidence. In other words, control may favour an employee relationship. However, ownership of tools may be assigned more weight due to how the total relationship is structured. Therefore, because of the increased weight given to this factor, the worker is moved into the independent contractor side of the continuum.

The determination of whether a worker is an employee or an independent contractor is "one of fact", in each particular case. Each case is unique and requires a thorough review of the facts. It is also important to remember that when attempting to move a worker to one side of the continuum or the other, you must examine the total working relationship. There is no one factor that is determinative, and there is a non-exhaustive list of factors to consider.

In order for a person to gain the protection afforded to employees under Part II and Part III of the Code, a worker must have status as an employee. Each case is specific. Therefore, all the relevant facts must be examined with care before decision is made if a worker is an employee or an independent contractor.

Once a decision has been made as to the status of the worker, the parties shall be informed of the decision in writing.

• 671122 Ontario Ltd. v. Sagaz Industries Canada Inc., [2001] 2 S.C.R. 983
• Dynamex Canada Inc. v. Mamona, [2000] C.L.A.D. No. 477
• Dynamex Canada Inc. v. Mamona, [2002] F.C.T. No. 393
• Dynamex Canada Inc. v. Mamona, [2003] F.C.A. No. 248
• Hyman Aizenberg v. D.H.L. International Express Ltd. YM2707-4996 (Arbitration court - QC)
• Montreal v. Montreal Locomotive Works Ltd. et al, [1947] 1 D.L.R. 161
• Quebec Asbestos Corp. v. Couture , [1929] S.C.R. 166
• Shaw Communications Inc. v. M.N.R., [2002] T.C.J. No. 314
• Stevenson Jordan and Harrison, Ltd. v. MacDonald and Evans, [1952] 1 T.L.R. 101
• Technical Service Solutions Inc. (TSS) v. M.N.R., [2002] T.C.J. No. 101
• Velocity Express Canada Ltd. v. M.N.R., [2002] T.C.J. No. 136
• Wiebe Door Services Ltd. v. M.N.R., [1986] 3 F.C. 553

Page details

Does Consideration and Initiating Structure Leadership Help or Hinder Employees’ Creativity? The Role of Psychological Ownership and Time Availability

• Published: 13 April 2024

Cite this article

• Zhengwei Li 1 ,
• Wenxin Li   ORCID: orcid.org/0009-0009-6566-1807 1 ,
• Zhoutong Xu 1 &
• Feirong Wang 1  

Leadership style has become an important factor affecting employee creativity, and exploring the mechanism of leadership style’s influence on employee creativity has become a very worthwhile research direction. The issue of whether leaders prioritize the well-being of their employees or prioritize the establishment of rules can be a nuanced one, particularly in areas that place a high value on humanistic care, such as China. Therefore, in order to explore the mechanism between leadership style and employee creativity, this paper based on the theories of leadership behavior, creativity, and so on adopts the method of questionnaire survey and focuses on exploring the relationship between leadership style and employees’ creativity from the perspective of leader’s consideration and initiating structure. Using survey data from employees in 213 small- and medium-sized enterprise of China Zhejiang province, we find that consideration and initiating structure leadership both have positive influences on employees’ creativity through psychological ownership for organization, and time availability plays a positive moderating role. This study demonstrates the mechanism of leader’s consideration and initiating structure on employee creativity at the theoretical level, providing a clear picture of how business leaders can effectively stimulate employee creativity. In contrast to existing research, this paper illustrates the effects of leader’s consideration and initiating structure on employee psychology from two different perspectives, namely, employee well-being and rule-making, respectively, to further illustrate the mechanism of action on employee creativity, which is less addressed in current research.

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Li, Z., Li, W., Fu, Y. et al. Does Consideration and Initiating Structure Leadership Help or Hinder Employees’ Creativity? The Role of Psychological Ownership and Time Availability. J Knowl Econ (2024). https://doi.org/10.1007/s13132-024-01912-1

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Employee and boss relationships in Washington among the weakest in U.S., new study says

A pr. 12—There are a number of factors to consider when thinking about taking a new job. Some of them include wages, benefits and work-life balance, but do you ever consider the quality of the relationship with your boss?

Probably not, which means you're either having issues or have had issues with previous employers, but you're not alone.

Federal-lawyer.com conducted a study that surveyed 5,000 that were tasked with rating their relationship with their bosses on scale of 1-10, 10 representing the best relationship.

According to the study, employees across the country rated their relationship with their bosses an average of 6.5 out of 10, which shows that the connection between employees and management varies in strength across the country.

The study also found that relationships between employees and management in Washington were among the weakest in the country, with employees rating their relationships an average of 6.3 out of 10, lower than the national average.

The strength or weakness of the relationships between employees and managers is a clear indicator of how healthy the workplace environment is. A healthy work environment promotes productivity, dedication and commitment to the company, according to the National Library of Medicine.

The average national rate of employee and boss relationships shows that workplace cultures across the country are not as healthy as they could be, which could result in a decrease in dedication and lack of communication.

According to the law firm, employees that have strained relationships with their higher-ups are less likely to feel empowered to outwardly report issues to management, but will instead turn to whistleblowing.

But how likely is it that employees across the country and in the Evergreen State will turn to whistleblowing?

Are WA employees inclined to whistleblow?

In addition to the study that had employees rate their relationship with their bosses, Federal-lawyer.com also conducted a separate study that surveyed an online panel of 3,000 adults to investigate how likely they would be inclined toward whistleblowing to call out malpractice in the workplace.

For this study, the law firm used internal data sources to obtain population data set and used a two-step process to ensure representativeness through stratified sampling and post-stratification weighting.

The study found that the employees surveyed had a split opinion on whistleblowing, with 50% of the employees surveyed saying they would risk their career to expose malpractice, while the other 50% would not.

"Whistleblowing allows people to align their actions with their moral compass by exposing wrongdoing," said Nick Oberheiden from Federal-Lawyer.com . "It fosters transparency and accountability, potentially leading to organizational reforms and societal protection against corrupt practices. Whistleblowers can take solace in knowing there are laws designed to shield them from retaliation and, in some cases, they may even be rewarded for their courage."

The split opinion could be due to the fact that 51% of respondents were unaware of the their legal rights as whistleblowers combined with the lack of trust in the company to protect whistleblowers.

Although the study found that their was a split opinion when surveying the entire panel, Washington employees were not equally split on this topic.

According to the study, 67% of the employees surveyed from Washington said they would risk their career to expose malpractice.

In Washington, whistleblowers are legally protected under the Whistleblower Act that was enacted in 1982. The state law defines a whistleblower as any individual employed or holding office in any department or agency of state government. Under this law, state employees are able to report suspected improper governmental action and makes retaliation against employees whose reports result in a whistleblower investigation unlawful.

Other key findings from study are:

— Willingness to whistleblow varied by state

— Nearly 19% of respondents observed unethical or illegal activities at work but chose not to report them.

30% of employees believe their company's system for managing misconduct reports is insufficient.

About 91% of participants assert that companies should enhance transparency and support for whistleblowers.

This story was originally published April 12, 2024, 12:45 PM.

(c)2024 The News Tribune (Tacoma, Wash.) Distributed by Tribune Content Agency, LLC.

Streamlined Workday Support Starts May 1

We're excited to share that on May 1, the ISC website will transition to "Employee Workday Help” with a new name and look.

University of Washington Human Resources

Labor relations, uw & uaw ase negotiations recap for april 5, 2024.

This recap details the eighth session for the negotiation for the collective bargaining agreement between the UW and UAW ASEs. Recaps are published online on the UW Labor Relations website.

UW Counter Proposals

Article 33- Wages

The Employer’s compensation proposal included the following:

Effective July 1, 2024:

• The base rate would be increased by 4%.
• The minimum ASE hourly rate would be increased by 3%

Effective July 1, 2025:

• The base rate would be increased by 3%.

Effective July 1, 2026:

Article 5- Childcare

In response to the Union, the Employer proposed to increase the University’s childcare subsidy currently available to all eligible ASEs from $1,350 per quarter to $1560 per quarter.

Article 8 – Grievance Procedure

In response to the Union, the Employer lowered their proposal from 30 calendar days to 21 calendar days for the amount of time to issue a written step two response following a grievance meeting.

Article 17- Leaves of Absence

In response to the Union, the Employer proposed that Personal Holidays could be used in four hour increments (or pro-rated hours based on FTE) for pay in lieu of leave without pay for a reasons of faith or conscience. This update brings the language into consistency with the number of hours most ASEs eligible for a personal holiday receive.

Article 27- Travel

In response to the Union, the Employer added language that the University would make a reasonable effort to provide direct departmental payment of allowable expenses for approved business-related travel, consistent with the University of Washington Administrative Policy Statements, Section 70 and/or departmental policy.

Article 29- Union Rights

The Employer proposed language to better align the contract language with the contents of the roster reports sent after every pay period to the Union.

MOU- Immigration Status and Work Authorization

In response to the Union’s new proposed article regarding immigration, the Employer proposed that a representative of the University’s International Student Services (ISS) office would be included in the up to four times per calendar year meetings designed to discuss issues arising from academic student employment, immigration status, and work authorization.

In response to the Union, the Employer proposed to keep the following articles current contract language:

Article 7- Fee and Tuition Waivers

Article 13- Insurance Programs

Article 16- Layoff

Article 30- Union Security

In response to the Union, the Employer reasserted the following articles:

Article 4 – Appointment and Reappointment Notification and Job Description from March 26, 2024.

Article 14 – Job Posting from February 27, 2024.

Article 32- Vacation from March 22, 2024.

Article 35- Workload from March 22, 2024.

Appendix I- GAIP from March 22, 2024.

New Article- Reasonable Accommodations from March 26, 2024.

In response to the Union, the Employer rejected the following articles:

New Article- Immigration.

New Article- Relocation Stipend

New MOU- Transitional Funding Program

UAW ASE Counter Proposals

The Union’s compensation proposal included the following:

• The base rate would be increased by 56%.
• The variable rate would be increased by 20%. In the event the adjusted variable rate salary falls below the adjusted base rate salary, ASEs would receive the greater of the increases described above.
• The minimum ASE hourly rate would be increased to 18% more than the minimum wage in Seattle.
• The base rate would be increased by 6%.
• The variable rate would be increased by 5%. In the event the adjusted variable rate salary falls below the adjusted base rate salary, ASEs would receive the greater of the increases described above.
• The minimum ASE hourly rate would be increased to 20% more than the minimum wage in Seattle.
• The minimum ASE hourly rate would be increased to 25% more than the minimum wage in Seattle.

In response to the Employer, the Union proposed the University’s childcare subsidy currently available to all eligible ASEs would be 1x the monthly tuition for infants at Radford Court per quarter. The Union proposed to raise the maximum cap the University would spend on ASE childcare expenses from $70,200 to $100,000 per year.

In response to the Employer, the Union proposed ASEs with a 50% FTE appointment or greater would receive a waiver of all student fees. The Union also proposed that ASEs with less than 50% FTE appointments, including hourly ASEs, would receive a waiver of the operating fee, building fee, and technology fee.

In response to the Employer, the Union incorporated language proposed by the Employer to include the Labor Relations Office ( [email protected] ) email on communications.

In response to the Employer, the Union lowered their proposal for the amount of sick time salaried ASEs whose appointment is 50% FTE would receive from 48 hours per year to 40 hours per year.

In response to the Employer, the Union incorporated language proposed by the Employer that the University would make a reasonable effort to provide direct departmental payment of allowable expenses for approved business-related travel. The Union is maintaining their proposal that reimbursements would be processed within thirty days of submission of all required reimbursement forms and receipts.

New Article- Immigration

The Union made edits to their proposed new article that would focus on international students. The Union is now proposing ASEs who received a commitment of support at the time of admission and have paid a SEVIS, OPT, AT, DACA, and/or other visa fee would be reimbursed by the University upon request and proof of payment. This would include renewal fees and associated travel costs. This would include ASEs’ family members and dependents. The Union lowered their proposal regarding the proposed new International Student Worker Assistance Fund from $200,000 per academic year to $137,500 per academic year. The Union maintained their proposal that the University would provide paid immigration leave for appointments and/or proceedings related to immigration or citizenship status of an ASE or a family member or dependent and to enable eligible ASEs to vote in non-U.S. elections. In response to the Employer, the Union proposed that UAW and the University, including a representative of the University’s International Student Services (ISS) office, would meet upon request up to four times per calendar year to discuss issues arising from academic student employment, immigration status, and work authorization.

New Article- Reasonable Accommodations

In response to the Employer, the Union incorporated language proposed by the Employer around providing guidance and training to employing schools or colleges and/or appointing units as needed about ADA compliance and compliance with the provisions of this Article, and best practices for interacting with employees with disabilities.

Appendix I- GAIP

In response to the Employer, the Union proposed to lower their proposal regarding the amount the Employer would pay for the healthcare premium of non-child dependents from 80% to current contract language 65%. The Union proposed to lower their proposal regarding out-of-pocket maximums.  The Union proposed to lower their proposal regarding sealants so it is closer to current contract language. The Union otherwise maintained their previous proposal.

UAW package proposal:

Article 15- Job Titles and Classifications

In response to the Employer, the Union incorporated language proposed by the Employer around aligning terminology with Workday and adding additional job profiles to align with the new language proposed in Article 25- Summer Non-registered Graduate Research Student Assistants.

UAW reasserted the following article:

Article 21- Parking and Transit from March 26, 2024. The Union is proposing that non-registered ASEs are provided with a fully-subsidized temp transit pass during summer quarter.

Article 25 – Summer Non-registered Graduate Research Student Assistants

In response to the Employer, the Union incorporated language proposed by the Employer around expanding the non-registered research student assistants during summer quarter only to now include non-registered teaching student assistants, staff assistants and predoctoral instructors.

Tentative Agreements

Article 12- Intellectual Property and Scholarly Misconduct

This article details the policies related to Intellectual Property and Scholarly Misconduct. A new section was added detailing that employee contributions to their scholarship shall be appropriately recognized. It also details that publication credits shall accurately and appropriately reflect the contributions and work of the individuals involved as determined by the University.

The next UW & UAW ASE bargaining session is scheduled for April 12, 2024.

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