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At the beginning of any established business contract is the employment relationship that unites employees and employers in order to sell labor, with both parties pursuing a common interest in establishing the employment relationship (Budd & Bhave, 2008).

In an employment relationship, both the employer and the employee exchange their value to produce an additional value for the business and its clients (Gaile & Sumilo, 2016). The external environment context of the employment connection defines two actors to this interaction: the organization and the individual.

The organization is the employer of labor who establishes the organization of work for defined aims to ensure the viability of the . This is due to the fact that the employer and employee are not static; they evolve, develop, and interact within their surroundings and workplace (Gaile & Sumilo, 2016).

Employer-employee relationships existed in Nigeria prior to the colonial period due to the rural economy, culture, and customs, which formed the basis for the allocation of work and compensation (Ubeku, 1993).

In this circumstance, the boss has assumed the of family patriarch, while the employees are either immediate or extended family members (Yesufu, 1982). The head of the family, referred to as the employer, was to determine the reward system, recruitment process, and employee promotion, none of which were based on legitimacy or position.

He was also required to provide food, shelter, and security for all employees (relatives) and to determine when and to whom they would marry (Iwuji, 1968).

The establishment of employer-employee relationships is vital for the successful operation of any business and for the engagement of its personnel (Tansel & Gazioglu, 2012). This interactive relationship focuses on the nature of the relationships that organizations have with their employees, not only in terms of contribution to hierarchical execution and achievement of organizational objectives, but also to re-establish and maintain an authoritative reputation and image in a volatile environment (Kim & Rhee, 2011; Men, 2011).

Kim and Rhee (2011) suggested that if employees have a positive long-term relationship with their management, they are more likely to see organizational concerns as their own and to forward and share stable information as solutions for their organization despite managerial turmoil.

In recent years, the nature and effects of employee relationships have brought about significant changes in the competitive landscape, requiring business owners who seek to compete at a higher level to understand the human aspect of their organization and business process (Xesha, Iwu, Slabbert & Nduna, 2014).

According to Jansen, Curseu, and Vermeulen (2013), employees must be social architects capable of working on a parallel level within the organization, continuously enhancing business procedures and cultivating an environment that is conducive to growth, risk-taking, self-coordinated teamwork, responsibility, quality, and self-change.

It has been observed that without strong employer-employee relationships, success as a business owner becomes exceedingly difficult (Ford, Gadde, Hakansson, & Snehota, 2003; Accuff & Wood, 2004; Donaldson & O'Toole, 2007; Browne & Keeley, 2009; Selmier & Travis, 2013).

They represent the view that business owners require long-term employer-employee ties that will carry them through difficult situations.

According to Jackson (2009), the reality of business partnerships is that they are just as complex as any other relationship. Relationships need significant effort to maintain and must benefit all individuals involved.

In any connection, he underscored, the business owner must be willing to give, share, and help, not just take or receive. Finance may be the first line of defense in motivating individuals to work hard, but excellent relationships are the cornerstone of enhanced productivity (Xesha, Iwu, Slabbert & Nduna, 2014).

Multiple causes have been suggested for fostering a positive employer-employee relationship. According to Burns (2012), employees who are inspired by their employer-employee relationship create more and better work.

Because employees who have a positive relationship with their employer are typically motivated by their defined competencies, these employees try to improve their performance inside the organization. The ultimate effect of a strong employer-employee relationship is work happiness for the employee.

Employment satisfaction is viewed as an individual's subjective evaluation of the various aspects of their job; it is the workers' feelings and perceptions of their work and workplace (Locke, 1976). According to Croham (1989), job satisfaction is a behavioral pattern of fulfillment, enjoyment, and having a good effect on one's employment.

Higher job utility results in improved target perspectives at the workplace, either as a result of enhanced outcomes or the minimization of dissatisfying components of the job, while satisfying perspectives are given greater prominence.

An employee who is content with his employment would fulfill his duties competently and be dedicated to his job, as well as his organization. Therefore, employers should be aware of the elements that can affect the job happiness of their employees, as this will also impact the organization's performance (Locke, 1976).

Levy-Garboua, Montmarquette, and Simonnet (2007) demonstrate that job happiness is a predictor of quits and non-attendance wages, as individuals leave low-satisfaction positions for high-satisfaction ones.

According to Daft and Marcic (2010), job satisfaction is an additional indicator of good employer-employee relationships; hence, satisfied employees have excellent relationships with their employer the majority of the time.

The research conducted by Jeon and Choi (2012) revealed that employees who are satisfied with their jobs are more likely to ensure client happiness, maintain strong connections with them, and boost their performance and productivity.

Managers and administrators have learned that a competent workforce is a competitive advantage, and that an effective and productive workforce not only enables an organization to survive, but also to thrive (kumar & Arora, 2012).

Due to this understanding, the retention of satisfied employees as key potentials in an organization, which represents the sum of inherent abilities, acquired knowledge, capabilities, and skills, provides employees with the assurance and security that they will have access to their jobs, resulting in greater job satisfaction and enhanced organizational performance (Eberendu & Kenneth-okere, 2015).

The nature of the employer-employee relationship determines the level of job satisfaction an employee should have with his work and environment.




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