Page 581 - Handbook of Modern Telecommunications

4-112 CRC Handbook of Modern Telecommunications, Second Edition

TABl E 4.6.3 Expectations in the Employer/Employee Relationship
Expectations of the Individual Expectations of the Employer
1. Compensation 1. An honest day’s work
2. Personal development opportunities 2. Loyalty to organization
3. Recognition and approval for good work 3. Initiative
4. Security through fringe benefits 4. Conformity to organizational norms
5. Friendly, supportive environment 5. Job effectiveness
6. Fair treatment 6. Flexibility and willingness to learn and develop
7. Meaningful or purposeful job 7. No security violations

There are several reasons for this:
• Both parties may not be entirely clear about their expectations and how they wish them to
be met. They may not want to define the contract until they have a better feel for what they
want.
• Neither of the parties is aware of their expectations. For example, organizations are hardly able
to define the term: loyalty.
• Some expectations may be perceived as so natural and basic that they are taken as granted, e.g.,
expectations of not stealing and an honest day’s work for a day’s pay.
• Cultural norms may inhibit verbalization, which is in particular very important with multina-
tional companies hiring employees in various countries.
At a given time, there will be some relatively fulfilled and unfulfilled expectations; however, each
party has to have a minimum acceptance level of fulfillment. If either party concludes that the fulfill-
ment of its needs is below this minimum level, it will view the contract as having been violated.
Turnover in network management can be very disadvantageous for maintaining service levels to end
users. Corporate and business units’ management should try to avoid above-average turnover by imple-
menting rewards to satisfy employees. Gaining satisfaction with the rewards given is not a simple mat-
ter. It is a function of several factors that organizations must learn to manage.
The individual’s satisfaction with rewards is, in part, related to what’s expected and how much is
received. Feelings of satisfaction or dissatisfaction arise when individuals compare their input (knowl-
edge, skills, experience) to output (mix of rewards) they receive.
Employee satisfaction is also affected by comparisons with other people in similar jobs and orga-
nizations. People vary considerably in how they weight various inputs and outputs in that com-
parison. They tend to weight their strong points more heavily, such as certain skills or a recent
performance peak. Individuals also tend to correlate their own performance compared with the rat-
ing they receive from their supervisors. The problem of unrealistic self-ratings exists partly because
supervisors in most organizations do not communicate a candid evaluation of their subordinates’
performance to them.
Employees often misperceive the rewards of others; their misperception can cause the employees to
become dissatisfied. Evidence shows that individuals tend to overestimate the pay of colleagues doing
similar jobs and underestimate their colleagues’ performance.
Finally, overall satisfaction results from a mix of rewards rather than from any single reward. Rewards
fall into two principal categories: extrinsic and intrinsic. Extrinsic rewards come from the employer as
compensation, benefits, job security, training, promotions, effective network management instruments,
and recognition. Intrinsic rewards come from performing the task itself, and may include job satisfac-
tion, sense of influence, quality of environment, and quality of assignment. The priority of extrinsic and
intrinsic rewards depends on the individual person. The following list gives a frequently seen priority
sequence to keep the network management team together.