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Pages 3 (753 words)
Contemporary literature in the study of organisational performance and human resources management often suggests that the relationship between employee and employer maintains the ability to dramatically impact the total performance of an organisation. For instance, Landy & Conte (2006) offer that today's employees require development of self-esteem as it is related to individual or team-oriented performance.
Additionally, Morris & Maisto (2005) suggest that fears over unemployment in volatile or unpredictable business environments is a source of extreme stress, often leading to alcohol-related diseases or cases of extreme moodiness both personally and professionally. When thoughts of potential job loss are somewhat irrational and are not based on tangible organisational evidence, it is the responsibility of the employer to build a sense of security for their employees to avoid extreme stress development. This is accomplished, according to Griffin & Moorhead (2006) by reinforcing that their position is stable and, if they remain productive and active contributors to organisational success, they will continue to be employed and valued for their successes. Again, in this scenario, it is the responsibility of the employer to take a proactive leadership approach to boosting employee perceptions regarding job security, perhaps by offering the employee an opportunity to complete a fast-track management programme to illustrate that the company truly values the relationship.
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