Research Assignment

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Scholar College of Commerce, Rawalpindi *

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Nov 24, 2024

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Research Assignment 1 | P a g e

Table of Contents Topic of the interdependence of employers and employees ...................................................... 3 Ethical issues that arise from the relationship between capitalists and employees .................... 4 Perspective on how the relationship between employers and employees ought to be perfect world .......................................................................................................................................... 4 Role government should have in providing support and interfering with employers and employee rights. ......................................................................................................................... 5 3 perspectives and explain which perspective aligns with own personal ethics. ....................... 6 References .................................................................................................................................. 8 2 | P a g e

Topic of the interdependence of employers and employees Employees are distinguished from contractors due to their direct affiliation with the firm. In the realm of federal employment law, the Internal Revenue Service (IRS) categorises individuals as employees if their everyday job activities are consistently and significantly regulated by the employing organisation. During the designated time frame of 9am to 5pm, the majority of employees opt to either physically report to the office or engage in remote work arrangements. The foundation of the employer-employee relationship should be based on the principle of respect. The level of familiarity between the employer and employee is determined via mutual consent. In order to safeguard the unquestioned maintenance of power dynamics, several organisations want to maintain a formal separation between themselves and their personnel ( Dachner et al., 2021). Certain firms aim to enhance staff morale by organising a greater number of enjoyable activities. Both options are not inherently bad; nonetheless, it is advisable for firms to use caution while managing their personnel to prevent the blurring of boundaries between employers and employees. In a professional context, the establishment of trust is crucial for all parties involved. The employee's contribution to the company's success is of utmost importance. Nevertheless, employees significantly depend on their employers to fulfil their financial responsibilities ( Tovmasyan & Minasyan, 2020). The employer-employee relationship, like to other relationships, undergoes a process of evolution over time. It is essential for employers to actively engage in fostering a positive relationship with their employees by initiating discussions about their familial backgrounds and demonstrating genuine curiosity in their personal interests during casual interactions. Employees may contribute to cultivating this relationship by maintaining transparency and candour with their bosses regarding their personal life beyond the workplace. Although there may be variations in the specific nature of the relationship between employees and employers, it is common for borders to exist within most organisations. The appropriateness of employer-employee interactions is frequently called into question ( Duggan et al., 2020). Managers should exercise caution when building excessive personal ties with any one member of their team. This situation may give rise to conjecture regarding the presence of favouritism or other forms of workplace prejudice. 3 | P a g e

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Ethical issues that arise from the relationship between capitalists and employees The fundamental discourse within the field of ethics is on the question of whether capitalism possesses intrinsic moral depravity. There exists a perspective among certain individuals that capitalism systems have inherent corrupt tendencies. Critics contend that capitalism has consistently exhibited a propensity for benefiting a privileged minority while imposing detrimental consequences onto the majority. There is an alternative viewpoint given by some individuals, suggesting that the primary drawback of the private sector is in its inclination towards profit-driven motives rather than ethical considerations. Certain individuals assert their opposition to capitalism, yet their true objection lies in the immoral business practises that can manifest inside its framework ( Arasanmi & Krishna, 2019). A prevalent phenomenon in the discourse around capitalism is the tendency of critics to refrain from presenting viable alternative systems or frameworks. Conversely, it might be argued that capitalism inherently embodies a moral framework. Advocates of this perspective cite the autonomy to exercise individual agency within the economic sphere as evidence supporting the advantageous nature of capitalism. Additionally, it is said that capitalism has a strong inclination towards enhancing living standards and fostering economic progress ( Yin et al., 2019). Many proponents of the market economy, in their endorsement of an idealised perspective, often overlook or minimise its inherent shortcomings. Perspective on how the relationship between employers and employees ought to be perfect world The employer's actions and attitudes shape the working relationship largely. Management frequently decides whether a workplace will be more relaxed, formal, regimented, creative, etc. An employer's duty is to provide a working environment where workers may interact with them in a positive and productive manner. No matter what direction an organisation takes, the employer-employee relationship is crucial because it underpins the whole enterprise and has far-reaching consequences on things like business culture, employee happiness, and turnover ( Theynas & Waseem Bari, 2020). The success of a business is dependent on how well its leadership and employees are able to work 4 | P a g e

together. If managers treat their employees with respect, employees are more likely to feel valued and committed to their work. Both the employer and the employee are subject to legal responsibilities as a result of the employment relationship. It takes place each time one party agrees to do something for another and receives payment from the other for doing so. The employment relationship defines the rights and responsibilities of both the employee and the employer. It has always been the most important way for employees to get the benefits they're entitled to under the law and social security ( Naz et al., 2020). Worker protections under labour and social security laws need, and are only triggered by, the existence of a causal connection to the worker's employment. It is the standard resource for finding out where an employer's responsibilities end and where employee protections begin. Role government should have in providing support and interfering with employers and employee rights. The term "employee to employer relationship" is commonly used to refer to the bond that develops between workers and their respective companies. For the success of a company, both management and staff members must work together. Therefore, a strong bond between the two is essential. Keeping the peace between the two is essential in the contact point industry. If the two groups can work together better, productivity will rise as a result of happier employees. To be eligible for these benefits, the significance of the employer- employee relationship must be taken into account ( Benmelech et al., 2022). The term "employment" is used to describe the contractual relationship between an employer and employee. When one party promises to perform an action in exchange for payment, this is called a contract. Employee relationship management (ERM) is the process through which workers' interactions with the firm are coordinated. The firm and its workers benefit when employees at the same level form friendships with one another. Human resource management recognises enterprise risk management as a separate academic field. Employee relationship management (ERM) refers to the process through which a company handles its interactions with its workers. Increased productivity is a direct result of a thriving economy, which in turn benefits from stable and secure workplace conditions ( Mahmood Aziz et al., 2021). Productivity boosts lead to better results and increased growth. Employees will be more committed to their jobs if 5 | P a g e

they like their managers. They'll give it their all to guarantee the job is done right. If employees at a company develop strong bonds with one another, they are more likely to keep production steady. The bonds between employees are the backbone of any successful business. Productivity decreases and employee churn increases if workers cannot cooperate. When workers are valued, they are more invested in the success of the organisation. 3 perspectives and explain which perspective aligns with own personal ethics. Three perspectives of ethics are as follows-  Utilitarian view decisions that are made based purely on the results of such actions.  Rights view The liberties outlined in the Bill of Rights have been taken into consideration while making decisions.  Justice view In order to get an equal distribution of benefits and expenses, it is necessary to impose and enforce regulations in a manner that is fair and unbiased ( Dachner et al., 2021). Perspective aligns with own personal ethics Utilitarianism is an ethical framework that employs the principle of maximising overall welfare and minimising harm in order to ascertain moral correctness. This might perhaps be classified as a variant of consequentialism. Utilitarianism posits that the morally optimal decision is the one that maximises overall utility, defined as the greatest amount of benefit or happiness for the greatest number of individuals. The primary rationale for engaging in warfare or resorting to the use of force ( Tovmasyan & Minasyan, 2020). The aforementioned line of reasoning is frequently employed in the field of corporate ethics due to its emphasis on evaluating prospective consequences in relation to associated expenses. In alternative terms, this is the methodology employed to determine the moral or ethical correctness of a given matter. In order to facilitate recall, one may associate the term "categorical imperative" with a concept denoting an unequivocal and unconditional mandate that is substantiated as an end in itself. In order to ensure that one's actions are perceived as 6 | P a g e

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ethical, it is imperative to recognise the intrinsic value of people beyond their instrumental utility. Consequently, I lack the ability to compel anyone to act in accordance with my wishes. If one were to consider the possibility of infiltrating a gathering hosted by an unfamiliar individual, it would be unfeasible to initiate a conversation with that individual with the intention of establishing a friendly relationship. Engaging in manipulative tactics to achieve personal objectives would be involved in such behaviour ( Duggan et al., 2020). Despite acknowledging their utility, I am inclined to engage in conversation with them not just for the purpose of disrupting their gathering, but rather due to my genuine fondness for their companionship. If they inquire at a later time, it does not always imply that they are "utilising them as a means" on their own behalf. 7 | P a g e

References Arasanmi, C. N., & Krishna, A. (2019). Employer branding: perceived organisational support and employee retention–the mediating role of organisational commitment. Industrial and Commercial Training , 51 (3), 174-183. https://www.researchgate.net/profile/Chris- Arasanmi/publication/341220450_Employer_branding_perceived_organisational_sup port_and_employee_retention_- the_mediating_role_of_organisational_commitment/links/5eb49b4d92851cd50da125e 1/Employer-branding-perceived-organisational-support-and-employee-retention-the- mediating-role-of-organisational-commitment.pdf Benmelech, E., Bergman, N. K., & Kim, H. (2022). Strong employers and weak employees: How does employer concentration affect wages?. Journal of Human Resources , 57 (S), S200-S250. https://jhr.uwpress.org/content/wpjhr/57/S/S200.full.pdf Dachner, A. M., Ellingson, J. E., Noe, R. A., & Saxton, B. M. (2021). The future of employee development. Human Resource Management Review , 31 (2), 100732. https://collected.jcu.edu/cgi/viewcontent.cgi?article=1076&context=fac_bib_2019 Duggan, J., Sherman, U., Carbery, R., & McDonnell, A. (2020). Algorithmic management and app‐work in the gig economy: A research agenda for employment relations and HRM. Human Resource Management Journal , 30 (1), 114-132. https://cora.ucc.ie/bitstream/handle/10468/8584/Duggan_et_al_%282019%29_PDF_ %28002%29.pdf?sequence=1&isAllowed=y Mahmood Aziz, H., Jabbar Othman, B., Gardi, B., Ali Ahmed, S., Sabir, B. Y., Burhan Ismael, N., ... & Anwar, G. (2021). Employee commitment: The relationship between employee commitment and job satisfaction. Aziz, HM, Othman, BJ, Gardi, B., Ahmed, SA, Sabir, BY, Ismael, NB, Hamza, PA, Sorguli, S., Ali, BJ, Anwar, G.(2021). Employee Commitment: The Relationship between Employee Commitment And Job Satisfaction. Journal of Humanities and Education Development , 3 (3), 54-66. https://www.academia.edu/download/86940578/135.pdf Naz, S., Li, C., Nisar, Q. A., Khan, M. A. S., Ahmad, N., & Anwar, F. (2020). A study in the relationship between supportive work environment and employee retention: Role of organizational commitment and person–organization fit as mediators. Sage 8 | P a g e

Open , 10 (2), 2158244020924694. https://journals.sagepub.com/doi/pdf/10.1177/2158244020924694 Tovmasyan, G., & Minasyan, D. (2020). The Impact of Motivation on Work Efficiency for Both Employers. Business Ethics and Leadership , 4 (3). https://hal.science/hal- 03697858/document Yin, Y., Wang, Y., & Lu, Y. (2019). Antecedents and outcomes of employee empowerment practices: A theoretical extension with empirical evidence. Human Resource Management Journal , 29 (4), 564-584. https://www.researchgate.net/profile/Ying-Lu- 10/publication/333482327_Antecedents_and_outcomes_of_employee_empowerment _practices_A_theoretical_extension_with_empirical_evidence/links/5f1a62f892851cd 5fa421323/Antecedents-and-outcomes-of-employee-empowerment-practices-A- theoretical-extension-with-empirical-evidence.pdf Younas, M., & Waseem Bari, M. (2020). The relationship between talent management practices and retention of generation ‘Y’employees: mediating role of competency development. Economic research-Ekonomska istraživanja , 33 (1), 1330-1353. https://hrcak.srce.hr/file/369790 9 | P a g e

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