The wave of change and rigorous competition has compelled the power sector to adopt a proactive resolution-oriented employee relations (ER) approach towards employee satisfaction and organizational performance. A cordial ER is based on fairness, trust and mutual respect and leads to motivated, loyal and high-performing employees and facilitates them to achieve the optimum results for their organization. Therefore, the study aims to examine the employer–employee relations prevalent in power sector. A structured questionnaire was administered to collect the data from a sample of 175 full-time working members including both executives and non-executives and were analysed using SPSS. For this study, a hypothesized research model was developed to investigate the relationship between drivers of ER and cordial ER. The regression analysis entails that the variables such as: interpersonal relationships, safe and healthy work environment, and employee welfare were significant predictors of cordial ER. The research will add practical insights for managers to realize the importance of these drivers of ER and to design appropriate strategies and policies for maintaining better ER.
AjalaE. M. (2012). The influence of workplace environment on workers’ welfare, performance and productivity. The African Symposium, 12(1), 141–149.
2.
AlbrechtS. L. & AndreettaM. (2011). The influence of empowering leadership, empowerment and engagement on affective commitment and turnover intentions in community health service workers: Test of a model. Leadership in Health Services, 24(3), 228–237.
3.
ArmstrongM. (2008). A handbook of human resource management practice. London: Kogan Page Publishers.
4.
BenedictM. A. & ArterburnD. (2008). Worksite-based weight loss programs: A systematic review of recent literature. American Journal of Health Promotion, 22(6), 408–416.
5.
BennS.DunphyD. & GriffithsA. (2014). Organizational change for corporate sustainability. New York: Routledge.
6.
BichardE. (2009). Creating a healthy work environment through sustainable practices. In CartwrightS. and CooperC. L. (Eds), The Oxford handbook of organizational well-being. (pp. 542–562). London: Oxford University Press.
7.
BlackC. (2008). Working for a healthier tomorrow: Dame Carol Black’s review of the health of Britain’s working age population: presented to the Secretary of state for health and the Secretary of state for work and Pensions. The Stationery Office.
8.
BowenB.PriviteraM. R. & BowieV. (2011). Reducing workplace violence by creating healthy workplace environments. Journal of Aggression, Conflict and Peace Research, 3(4), 185–198.
9.
BrowerH. H.SchoormanF. D. & TanH. H. (2000). A model of relational leadership: The integration of trust and leader-member exchange. Leadership Quarterly, 11(2), 227–250.
10.
BrownK. A.WillisP. G. & PrussiaG. E. (2000). Predicting safe employee behavior in the steel industry: Development and test of a sociotechnical model. Journal of Operations Management, 18(4), 445–465.
11.
CarmeliA.BruellerD. & DuttonJ. E. (2009). Learning behaviors in the workplace: The role of high-quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26(1), 81–98.
12.
CaseyC. (1999). New organizational cultures and ethical employment practice: A Critical Discussion. In WerhaneP. H. & SingerA. E. (Eds), Business ethics in theory and practice (pp. 27–39). Netherlands: Kluwer Publishers.
13.
CogliserC. C.SchriesheimC. A.ScanduraT. A. & GardnerW. L. (2009). Balance in leader and follower perceptions of leader-member exchange: Relationships with performance and work attitudes. The Leadership Quarterly, 20(3), 452–465.
14.
CrawfordE. R.LePineJ. A. & RichB. L. (2010). Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test. Journal of Applied Psychology, 95(5), 834–848.
15.
Dickson-SwiftV.FoxC.MarshallK.WelchN. & WillisJ. (2014). What really improves employee health and wellbeing: Findings from regional Australian workplaces. International Journal of Workplace Health Management, 7(3), 138–155.
16.
DodgsonM. (1993). Learning, trust, and technological collaboration. Human Relations, 46(1), 77–95.
17.
FerrisG. R.BhawukD. P. S.FedorD. F. & JudgeT. A. (1995). Organizational politics and citizenship: Attributions of intentionality and construct definition. In MartinkoM. J. (Ed.), Advances in attribution theory: An organizational perspective, (pp. 231–252). Delray Beach, Florida: St. Lucie Press.
18.
FrenchS. A.JefferyR. W.StoryM.BreitlowK. K.BaxterJ. S.HannanP. & SnyderM. P. (2001). Pricing and promotion effects on low–fat vending snack purchases: The CHIPS Study. American Journal of Public Health, 91(1), 112–117.
19.
GeldartS.SmithC. A.ShannonH. S. & LohfeldL. (2010). Organizational practices and workplace health and safety: A cross-sectional study in manufacturing companies. Safety Science, 48(5), 562–569.
GillA. S. (2008). The role of trust in an employee-manager relationship. International Journal of Contemporary Hospitality Management, 20(1), 98–103.
22.
GillC. & MeyerD. (2013). Union presence, employee relations and high-performance work practices. Personnel Review, 42(5), 508–528.
23.
GlanzK. & MullisR. M. (1988). Environmental interventions to promote healthy eating: A review of models, programs and evidence. Health Education Quarterly, 15(4), 395–415.
24.
HabeckR. V.LeahyM. J. & HuntH. A. (1988). Disability prevention and management and workers’ compensation claims. Kalamazoo, MI: W. E. Upjohn Institute for Employment Research.
25.
HabeckR. V.LeahyM. J.HuntH. A.ChanF. & WelchE. M. (1991). Employer factors related to workers’ compensation claims and disability management. Rehabilitation Counseling Bulletin, 34(3), 210–226.
26.
HairJ. F.BlackW. C.BabinB. J. & AndersonR. E. (2010). Multivariate data analysis, 7th ed., Prentice Hall, Upper Saddle River, NJ: Pearson.
27.
HansenA.ByrneZ. & KierschC. (2014). How interpersonal leadership relates to employee engagement. Journal of Managerial Psychology, 29(8), 953–972.
28.
HardenA.PeersmanG.OliverS.MauthnerM. & OakleyA. (1999). A systematic review of the effectiveness of health promotion interventions in the workplace. Occupational Medicine, 49(8), 540–548.
29.
HarrisK. J.WheelerA. R. & KacmarK. M. (2009). Leader-member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance. The Leadership Quarterly, 20(3), 371–382.
30.
HendersonD. J.LidenR. C.GlibkowskiB. C. & ChaudhryA. (2009). LMX differentiation: A multilevel review of its antecedents and outcomes. The Leadership Quarterly, 20(4), 517–534.
31.
HuntH. A.HabeckR. V.VanTolB. & ScullyS. M. (1993). Disability prevention among Michigan employers, 1988–1993 (Upjohn Institute Technical Report No. 93–004). Kalamazoo, MI: W.E. Upjohn Institute for Employment Research.
32.
JacobK. K. (2002). Industrial relations in public sector. Kerala: University of Kerela Thriuvananthapur.
33.
JefferyR. W.FrenchS. A.RaetherC. & BaxterJ. E. (1994). An environmental intervention to increase fruit and salad purchases in a cafeteria. Preventive Medicine, 23(6), 788–792.
34.
JamesP. (2006). The changing world of work: An exploration of it implications for work-related harm. Journal of Policy and Practice in Health and Safety, 4(1), 3–16.
35.
JanssenO. & Van YperenN. W. (2004). Employees’ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of management journal, 47(3), 368–384.
36.
JaskiewiczW. K. & TulenkoK. (2012). Increasing community health worker productivity and effectiveness: A review of the influence of the work environment, Human Resources Health, 10(1), 2–9.
37.
KahnW. A. (2007). Meaningful connections: Positive relationships and attachments at work. In DuttonJ. E. & RaginsB. R. (Eds), Exploring positive relationships at work. (pp. 189–208). Mahwah: NJ: Lawrence Erlbaum.
38.
KalliathT. & KalliathP. (2012). Changing work environments and employee wellbeing: An introduction. International Journal of Manpower, 33(7), 729–737.
39.
KantenS. (2013). The relationships among working conditions, safety climate, safe behaviors and occupational accidents: An empirical research on the marble workers. The Macrotheme Review, 2(4), 173–182.
40.
KanungoR. N. & MendoncaM. (1994). Culture and performance improvement. Productivity, 35(3), 447–453.
41.
KearnsD.McCarthyP. & SheehanM. (1998). Managerial styles during organisational restructuring: Issues for health and safety practitioners. Journal of Occupational Health and Safety, Australia and New Zealand, 14(1), 31–37.
42.
KemboiA.ThomasT. K. & KeterC. J. (2013). Staff welfare as an antecedent to service delivery among civil servants in Kenya: A case study of Nandi county. European Journal of Business and Management, 5(22), 146–153.
43.
KiantoA. (2008). Development and validation of a survey instrument for measuring organizational renewal capability. International Journal of Technology Management, 42(1/2), 69–88.
44.
KossekE. E.BaltesB. B. & MatthewsR. A. (2011). How work-family research can finally have an impact in organizations. Industrial and Organizational Psychology, 4(3), 352–369.
45.
KostovaT. & RothK. (2003). Social capital in multinational corporations and a micro-macro model of its formation. Academy of Management Review, 28(2), 297–317.
46.
KumariP. (2013). An overview of employee welfare in CCL, Ranchi. ACADEMICA: An International Multidisciplinary Research Journal, 3(7), 73–83.
47.
LidenR. C.WayneS. & StilwellD. (1993). A longitudinal study on the early development of leader-member exchanges. Journal of Applied Psychology, 78(4), 662–674.
48.
LidenR. C. & WayneS. J. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships and work outcomes. Journal of Applied Psychology, 85(3), 407–416.
49.
LogasakthiK. & RajagopalK. (2013). A study on employee health, safety and welfare Measures of chemical industry in the view of Salem region. Management (IJRBM), 1(1), 1–10.
50.
MamoriaC. B.MamoriaS. & GankarS. V. (2008). Dynamics of industrial relations. Mumbai: Himalaya Publishing House.
51.
MaslynJ. M. & Uhl-BienM. (2001). Leader-member exchange and its dimensions: Effects of self-effort and other’s effort on relationship quality. Journal of Applied Psychology, 86(4), 697–708.
52.
Matson-KoffmanD. M.BrownsteinJ. N.NeinerJ. A. & GreaneyM. L. (2005). A site-specific literature review of policy and environmental interventions that promote physical activity and nutrition for cardiovascular health: what works. American Journal of Health Promotion, 19(3), 167–193.
53.
McGuireJ. & McDonnellJ. (2008). Relationships between recreation and levels of self-determination for adolescents and young adults with disabilities. Career Development for Exceptional Individuals, 31(3), 154–163.
54.
MohanR. & PanwarJ. S. (2013). Current trends in employee welfare schemes in Udaipur retail sector. International Journal of Scientific Research Review, 2(2), 45–54.
55.
MorgesonF. P. & HumphreyS. E. (2006). The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work. Journal of Applied Psychology, 91(6), 1321–1339.
56.
Munoz-DoyagueM. F. & NietoM. (2012). Individual creativity performance and the quality of interpersonal relationships. Industrial Management and Data Systems, 112(1), 125–145.
57.
NandaN. & PandaJ. K. (2013). Challenges and effectiveness of industrial relations environment in Indian Industries study on Rourkela Steel Plant. International Journal of Financial Services and Management Research, 2(6), 163–174.
58.
NielsenC.HussiT.Schunder-TatzberS.RoslanderR. & AhonenG. (2007). The interrelations between health and intellectual capital. In JohansonU.AhonenG. & RoslenderR. (Eds), Work health and management control (pp. 241–268). Thomson: Fakta, Stockholm.
59.
NienaberA. M.RomeikeP. D.SearleR. & ScheweG. (2015). A qualitative meta-analysis of trust in supervisor-subordinate relationships. Journal of Managerial Psychology, 30(5), 507–534.
60.
NisulaA. M. (2015). The relationship between supervisor support and individual improvisation. Leadership and Organization Development Journal, 36(5), 473–488.
61.
OdekuO. F. & OdekuK. O. (2015). Importance of the welfare facilities in the workplace: Issues in perspectives. The Scientific Journal for Theory and Practice of Socio–economic Development, 4(7), 23–34.
62.
OginniB. Y. & AdesanyaA. S. (2013). The workers’ rights in Nigeria: Myth or reality. International Journal of Business and Management Invention, 2(1), 100–104.
63.
PatroC. S. (2015). Employee welfare measures in oublic and private sectors: A comparative analysis. International Journal of Service Science, Management, Engineering, and Technology (IJSSMET), 6(1), 22–36.
64.
PerouneD. L. (2007). Tacit knowledge in the workplace: The facilitating role of peer relationships. Journal of European Industrial Training, 31(4), 244–258.
65.
PrattM. G. & DirksK. T. (2007). Rebuilding trust and restoring positive relationships: A commitment based view of trust. In DuttonJ. E. & RaginsB. R. (Eds), Exploring positive relationships at work (pp. 117–136). Mahwah, NJ: Lawrence Erlbaum.
66.
RamanaT. V. & ReddyE. L. (2015). A study on employee welfare measures with reference to south central railways in India. ZENITH International Journal of Business Economics & Management Research, 5(1), 1–11.
67.
SatyanarayanaP. V. V. (2010). A Study on the welfare measures and their impact on QWL provided by the Sugar companies with reference to East Godavari District, Andhra Pradesh, India. International Journal of Physical and Social Science, 55–65.
68.
ShannonH. S.WaltersV.LewchukW.RichardsonJ.VermaD.HainesT. & MoranL.A. (1992). Health and safety approaches in the workplace. Hamilton, Canada: McMaster University.
69.
ShrinivasK. T. (2013). A study on employee welfare facilities adopted at Bosch Limited, Bangalore. Research Journal of Management Sciences, 2(12), 7–11.
70.
SindhuS. (2012). Role of organization in welfare measures for employees. International Journal of Research in IT and Management (IJRIM), 2(9), 36–40.
71.
Stewart-BrownS. (2005). Interpersonal relationships and the origins of mental health. Journal of Public Mental Health, 4(1), 24–29.
72.
TiwariU. (2014). A study on employee welfare facilities and its impact on employees’ efficiency at Vindha Telelinks Ltd. Rewa (MP) India. Abhinav International Monthly Refereed Journal of Research in Management and Technology, 3(11), 1–7.
73.
UpadhyayD & GuptaA. (2012). Morale, welfare measure, job satisfaction: The key mantras for gaining competitive edge. International Journal of Physical and Social Science, 2(7), 80–94.
74.
VaronenU. & MattilaM. (2000). The safety climate and its relationship to safety practices, safety of the work environment and occupational accidents in eight wood-processing companies. Accident Analysis and Prevention, 32(6), 761–769.
75.
VassieL. H. & LucasW. R. (2001). An assessment of health and safety management within working groups in the UK manufacturing sector. Journal of Safety Research, 32(4), 479–490.
76.
YadavM. & KumarA. (2013). A study of labour welfare measures in the corporate sector. Asian-African Journal of Economics and Econometrics, 13(2), 329–337.
77.
WallaceJ. C.PoppE. & MondoreS. (2006). Safety climate as a mediator between foundation climates and occupational accidents: A group–level investigation. Journal of Applied Psychology, 91(3), 681.
