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Mutual Expectations Model in Business

Employees should be well aware of their manager’s expectations and management style to understand whether they can perform their job properly. Employers should also know what their workers expect from their position before starting the process of employment. When both a manager and an employee have a clear understanding of what to expect from each other, they will be able to work in accordance with the company’s rules and goals. Moreover, managers will be able to assist their employees in helping them improve their performance.

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It is not enough for the manager to provide job descriptions to their potential employees. A good manager will ensure that their workers receive constructive feedback from them and explain how their performance will impact the company’s success. Managers’ expectations for high-quality performance improve employee service, internalizing these expectations into workers’ role identity (Binyamin, 2020). Employees can expect more freedom in the performance of different tasks from a manager who uses a situational leadership style (Drewniak et al., 2020). If employees’ expectations are congruent with their experience, their job satisfaction and performance will be high, and vice versa (Oraman et al., 2011). The mutual expectations model will help both employees and managers attain better results in performance and the company’s success.

Manager’s Expectations Employee’s Expectations
Employees should have a positive attitude to their assignments even if these tasks are new and challenging to them. Managers should not hide from constructive criticism. Instead, they should be open to the workers’ feedback.
Employees must demonstrate responsibility and practice health and safety rules to ensure that a healthy and safe work environment is preserved for everyone. Managers should ensure that they create a proper atmosphere and culture for their employees’ growth and development.
Employees should not be afraid of taking responsibility for their actions and the actions of their subordinates. They should always seek the truth instead of making assumptions about that or this event. Managers should be responsible for employing environmentally sound practices at work.
Employees should also be willing to accept their failures and mistakes and learn from them. Managers should encourage diversity and create equal conditions for all.
Employees should constantly use constructive criticism to be able to develop and enhance their work quality and performance. Managers should also ensure that all workers’ beliefs and cultures are treated with respect, even if these beliefs are opposite to those of a manager.
Employees should have enough drive to finish their work and take a proactive approach to work assignments. Managers should provide their workers with a healthy and safe environment with logical and achievable goals and expectations.
Employees should preserve loyalty to the goals, values, and beliefs of their company and perceive the customers’ claims seriously. Managers should guarantee that employees have access to all necessary equipment and other staff needed to perform the task.
Employees should also respect the company’s beliefs and values and encourage cultural development and support. In conflict resolution cases, managers should support their employees and preserve robustness.
Employees should try to contribute to finding solutions to the company’s problems and assignments. Managers should support their employees in getting the CHRP designation by any costs or short educational leaves.
Employees should be able to learn from others and invest in their self-development. Managers are expected to raise the employees’ wages when they get the CHRP designation.

References

Binyamin, G. (2020). Do leader expectations shape employee service performance? Enhancing self-expectations and internalization in employee role identity. Journal of Management & Organization, 26(4), 536-554. Web.

Drewniak, R., Drewniak, Z., & Posadzinska, I. (2020). Leadership styles and employee expectations. European Research Studies Journal, 23(1), 398-411. Web.

Oraman, Y., Unakitan, G., & Selen, U. (2011). Measuring employee expectations in a strategic human resource management research: Job satisfaction. Procedia Social and Behavioral Sciences, 24(5), 413-420. Web.

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