EMPLOYER-EMPLOYEE RELATIONSHIP AND JOB SATISFACTION IN SELECTED PUBLIC SERVICE ORGANIZATIONS IN OYO STATE.
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Background to the study
At the beginning of any established business contract is the employment relationship which connects the employees and employers to sell labour, where both party have standard interest they pursue in the establishment of the employment relationship (Budd & Bhave, 2008). In the situation of employment relationship both the employer and the employee exchange their worth to produce an after value for the benefit of the organization and the customers (Gaile & Sumilo, 2016). The external environment context of employment relationship identifies two actors to this relationship; the organization and the individual, where the organization is the employer of labour who presets the organization of work for defined goals to secure the sustainability of the organization, while the individuals are the employees who provide the competence required to execute given task. This is as a result of employer and employee not been staticthey change, develop and establish interaction within their environment and workplace (Gaile & Sumilo, 2016). Employer-employee relationship existed in Nigeria before the colonial era in light of the rural economy, culture and conventions which were the reasons for arrangement of work and reward(Ubeku, 1993). In this situation the employer took the place as head of the family, while the employees are members of the close family or more distant family (Yesufu, 1982). The head of the family who is referred to as the employer was at liberty to determine the reward system, recruitment process, employee promotion which was not really based on legitimacy or position, he was also obliged to make provision for food, shelter, security for all employees (relatives) and determine when they would get married and to whom (Iwuji, 1968).
The development of employer-employee relationship is essentialfor the satisfactory execution of any firm and for the employees to become occupied in the organization (Tansel&Gazioglu, 2012). This interactive relationship concentrates on the nature of relationships that organizations have with their employees, not just in line with contribution to hierarchical execution and accomplishment of organizational objectives, but serving to re-build and ensure authoritative notoriety and image in a turbulent environment (Kim & Rhee, 2011; Men, 2011). Kim and Rhee (2011) recommended that if employees have encountered great long-term relationship with their management they are probably going to consider organizational issues as their own, and are probably going to forward and share steady information as answers for their organization amid the managerial turbulence.
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