Does Employee Relationship Quality Influence Employee Well‐Being? An Empirical Analysis Based on Manufacturing and Service Industries

Abstract

This study developed employee well‐being (EWB) and employee‐relationship scales (including six parts, employee‐superior, employee‐subordinate, employee‐organization, employee‐coworker, employee‐family, and employee‐friend) through considering the management situation in China and the integrity of the construct. According to an empirical analysis based on manufacturing and service industries (N = 571), this study explored the influence of employee relationship quality (ERQ) on EWB through Pearson correlation analysis and multiple linear regression analysis. According to the results, in terms of relationships inside work, the dimensions of all ERQ types had positive correlations with EWB. The degree of stability of a relationship outside work, such as employee‐family and the employee‐friend, was found to have negative effects on EWB. Regardless of whether they are general employees or leadership employees, the employee‐superior relationship was the principal factor that influenced EWB. These results provide new insights into employee relationship management and EWB promotion.

Intangible resources for an organization’s sustainability potential

“…High quality ER are associated with higher employee productivity (Tansel, Gazîoğlu 2014). The role of ER in enhancing work task completion has been acknowledged (Chen et al 2016 (Østergaard, Drejer 2017). However, there is no empirical evidence regarding the internal dependency between ER and collaboration in organizations.…”

Linking Organizational Justice to Turnover Intention: Organization-Employee Relationship Quality Mediator

“…The quality of the relationship between supervisors and service employees is a significant factor [25]. They are general employees or leadership employees, the employee-superior relationship was the principal factor that influenced EWB [26]. Employee organizational relation is dynamic and can be measured using perceptions of either or both parties regarding four indicators representing the quality of Employee organizational relation or "relationship outcomes", i.e., satisfaction, trust, commitment, and control mutuality (Grunig and Huang, 2000:42; [27].…”