Effect of bias on relationship between managers and employees

Effect of bias on relationship between managers and employees


Decisions are made by businesses in order to better utilizeopportunities or to address emerging needs of business stakeholders.Nikki implemented the decision about time for the good of theirbusinesses. Gupta, J. N. D., Forgionne, G. A., &amp Mora, M. (2006)argue that decision makers usually consider only some few rules whendealing with complex situations or changes that may actually notfavor everyone. However, this does not lead to good decisions asdecisions made by management should be representative. Duringstrategic planning and implementation of decisions made, human beingstend to be affected by biases that does not have a fair outcome justlike in the case of Michelle, who was not favored by the timechanges. Emotions are associated with the implementation ofdecisions/changes characterized by bias (Vermeulen, P. A. M., &ampCurșeu, P. L. 2008).

Nikki was biased in giving priority to senior workers at InBloom whenselecting shifts. Favors based on positions in the organizationcreate conflicts and reduced performance of employees (victims) asthey feel not part of the organization. The emotional outcome of theimplementation of the change as witnessed in Michelle affects theimplementation of change as they are discouraged to effectivelyperform their duties. Employee performance is reduced as they feelthat their needs are not addressed by the strategic decision made bythe manager (Nikki). Nikki did not know of Michelle’s reasonsmeaning that the change did not value the needs of employees(Gennard, J., &amp Judge, G. 2005). Therefore, negotiation is neededin order to address the employee relation problem. Employee relationproblem covers the issues such as consultation and employeeinvolvement. The negotiation process begins by role-negotiationsession where each part (Michelle and Nikki) clarify theirexpectations, needs, and responsibilities. The manager will then plana meeting with Michelle where they listen to each other’s concernsabout the change in time shifts in the organization (Martin, J.2005).

Nikki was prejudging that the employees of the lower rank wereassociated with problems in the business. This does not apply toeveryone. Due to this, the manager when developing changes/decisionsshould come up with a criterion for ensuring that issues such asMichelle’s are addressed when selecting shifts. Work duties shouldprevent Michelle from attending to her duties as a mother. Biasesshould not be allowed to develop between supervisors and subordinateas this affects service delivery. Conflict and relationship issuesbetween managers/supervisors and employees are resulted to biasesbecause each party view the other not to be fair (Martin, J. 2005).Teamwork within the organization is interfered with, and thus,affecting the performance of the business. The quality of servicesthat Michelle will deliver is dependent on her emotional responsetowards strategic changes and how they are implemented by Nikki.Biases that may arise between supervisor and subordinate areassociated with gender, race, rank, ethnicity and performance.


Vermeulen, P. A. M., &amp Curșeu, P. L. (2008).&nbspEntrepreneurialstrategic decision-making: A cognitive perspective. Cheltenham,UK: Edward Elgar.

Gupta, J. N. D., Forgionne, G. A., &amp Mora, M. (2006).&nbspIntelligentdecision-making support systems: Foundations, applications, andchallenges. London: Springer.

Martin, J. (2005).&nbspOrganizational behaviour and management.London [u.a.: Thomson Learning.

Gennard, J., &amp Judge, G. (2005).&nbspEmployee relations.London: Chartered institute of personnel and development.