Who are the unseen architects of a company’s success? Employer-manager relationships, shaped by the scales of justice, determine a business’s fate. But what if the balance on those scales is lost? Can the alignment between an employer’s competence and managers’ decision-making processes create not just a work environment, but a sustainable success story?
The relationship between employers and company managers has long been one of the key factors significantly influencing corporate success in our professional lives. The perspective on fairness, competencies, and mutual expectations—which form the foundation of the relationship between managers and employers, one of the most important factors in performing work willingly and enthusiastically—directly influence workplace productivity and work ethics. In this interaction, the potential conflict between the employer’s perspective on the concept of fairness and their competence, and the managers who carry out a significant portion of the work they oversee, constitutes a critical area of analysis for businesses.In the literature, although I have come across numerous studies on the topic of workplace justice, I have found almost no research on the employer’s competence. An employer may have been successful initially but later fallen behind the times and failed to update their knowledge; or they may have come to the current business environment from different fields but proved inadequate in that area; or they may have inherited a specific business with an insufficient level of knowledge; or they may simply be there by chance. In such a situation, not only would it be impossible to speak the same language as the current managers, but conflicts would inevitably arise in decision-making processes, hiring processes, financial and operational processes, marketing and sales processes, and legal and other procedural processes.
While an employer’s competence encompasses factors such as organizational leadership, decision-making, and communication skills, managerial conflict may involve issues such as differing management philosophies, variations in decision-making processes, and tensions arising from a competitive environment. These concepts hold a significant place in the literature on organizational relations and behavior, as well as business management.
In recent years, there has been much discussion about the competencies and personal development of both managers and employees. This topic also partially falls within the field of organizational psychology, which focuses on aligning the company’s interests with the needs of the workforce. Ultimately, to prevent such conflicts—as has been the case in the past—employers’ continued use of training and consulting services aimed at developing management and leadership skills will remain critical to the long-term success of businesses.
An employer’s perspective on the concept of fairness forms the foundation for building trust between managers and employees. We can consider an employer who treats all employees equally, listens to their voices, and remains impartial in their decisions to be fair. This understanding of fairness not only increases motivation and commitment within the organization but also contributes significantly to the prevention of conflicts. Employers must not only act fairly but also manage this perception in all their interactions. The reason for this is that those involved may come to believe that the process was fair, even if they are not satisfied with the resulting outcomes. Conversely, employers who do not worry about their behavior harming managers and other employees may directly undermine the motivation of managers who have worked with good faith and high performance for years, potentially causing them to harbor hostility toward the organization. In fact, it has been observed that the employer’s unfairness is cited as a cause of certain abuses. Here, the concept of fairness encompasses everything from how duties and tasks are distributed to the entire reward-and-punishment system. An employer who has failed to manage the perception of fairness in the current system—or who adopts an unfair stance—will create a group of managers who are constantly dreaming of escaping this injustice and are in a state of depression. A manager whose motivation has been sapped, along with the many employees, suppliers, and other stakeholders with whom they interact…
It is possible to attribute the issues causing conflict between employers and company managers to various causes. For example, power imbalances and a lack of communication. Power imbalances arise when an employer exercises authority arbitrarily and either restricts or excessively loosens managers’ participation in decision-making processes. A lack of communication, on the other hand, may stem from performance evaluations and expectations not being clearly articulated. To resolve these issues, fostering mutual respect, providing regular feedback, and establishing transparent communication channels are recommended.
On the other hand, the employer’s level of knowledge and competence regarding the technical aspects of the job, the industry, and the needs of employees will also influence the management style and the workplace atmosphere. Employers who lack sufficient knowledge may make poor decisions, which can lead to conflicts in their relationships with managers. A low level of knowledge, insufficient competence, and an inability to speak the same language will result in communication breakdowns, conflicts, and difficulties in decision-making and performance evaluation processes within teams. While individuals with a higher level of knowledge possess analytical thinking skills and are familiar with complex terms and concepts, those with a lower level of knowledge may struggle to understand these terms, leading to communication breakdowns and misunderstandings; they may be unable to contribute to decision-making processes or may even cause erroneous decisions to be made.
Managers are responsible for implementing the employer’s vision. Employers do not necessarily follow the managers’ vision; instead, they may select managers who align with their own vision. Managers, who are responsible for a company’s day-to-day operations, interact directly with the employer’s vision, sense of justice, and level of knowledge. Employers who lack sufficient competence and knowledge, or who have a flawed sense of justice, can have an extremely negative impact on managers’ decision-making processes and motivation. This observation can lead to conflicts between managers and employers, particularly when critical decisions are being made. This issue has been cited in many job interviews as one of the reasons for employee turnover.
Numerous scientific studies have been published on workplace fairness, job satisfaction, and motivation. A common finding across these studies is that there is a significant and positive relationship between organizational fairness and job satisfaction and motivation.
Although human resources and talent are at the top of the agenda in today’s business world, an employer’s failure to consider these factors—or to have a vision or a plan—may force them to become dependent on the plans of others. Those who are forced to merely “get by day to day” will constantly have to follow others, always lagging behind by one step—or even thousands of steps—and“No wind can help a sailboat that does not know its destination” (Umut Esen, Tolstoy’s Bicycle, 2019).
In a world where flexibility, innovation, and agility have become essential, the field of business management stands on the threshold of numerous transformations and changes. These are driven by factors such as technological advancements, globalization, and shifting consumer behaviors. To ensure their long-term survival, businesses must now make decisions that take into account not only shareholders but all stakeholders (employees, suppliers, society, and other communities). However, none of this is possible without the competencies necessary to consider justice and fairness.
For employers to recognize their knowledge gaps and take steps to address them, it is critically important for managers to establish open and transparent communication channels with their employers, provide more information about business processes through regular feedback, and emphasize the importance of seeking training or consulting services. Additionally, managers should exercise autonomy and initiative to enhance their teams’ performance and provide support in areas where the employer is lacking. In this way, they can both strengthen their own positions and increase productivity and harmony in the workplace. Finally, managers can demonstrate practical examples that serve as role models for their employees by leveraging external resources (such as coaching, mentoring, and professional networks). These steps can help managers build more productive and constructive working relationships with their employees.
Therefore, it is crucial for employers to play a conscious and effective role in this regard and to remain open to continuously acquiring knowledge and learning, as this is essential for the sustainability of their businesses. Furthermore, when employers provide opportunities to their employees to encourage their continuous development, and employees see that their employers value their personal and professional growth, this will also increase their own motivation and commitment. Balancing these factors will contribute to creating a healthy work environment that supports the long-term and sustainable success of businesses. The opposite may be a choice, but it is not sustainable.
Among the quotes that reinforce the article’s theme and serve as inspiration, I can include the following:
“Without justice, there is no order.”—John Rawls
“Knowledge is the strongest bridge for people to understand one another.”—Harry Allen Overstreet
“Justice is putting everything in its rightful place.” A shoe is for the foot, a cap is for the head. Mevlâna Celaleddin Rumi
The topic can be evaluated much more comprehensively from different angles, and additional assessments can be made regarding the relationship between managers and other employees, but for now, I’ll leave it at that.
In the future, the concepts of “employee” and “employer” will continue to exist, but technological, economic, and social changes may affect the nature of these relationships. But for today, it remains vitally important—both for the organization and for individuals—that employers and managers work together to create a fair and supportive work environment, as this is essential for sustainable success and happiness.
Here’s to a future where we support one another, grow together, and create positive change in the business world.
Those who balance the scales of justice build not only today but also tomorrow. Make justice your guide and learning your companion for strong relationships, sustainable success, and shared happiness.
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