Workers expect that their employers will pay them on-time and provide at least minimal benefits, providing tangible proof that workers are gainfully employed. However, workers also have intangible expectations of their employers. They expect fair treatment, a safe working environment and the inspiration to become fully engaged in their work.
An employer might publish its code of conduct in the employee handbook; however, it's probably safe to assume that employees don't refer to it each time they encounter a supervisor's questionable behavior or actions. A written code of conduct isn't a requirement -- employees have the right to expect that their employers will treat them respectfully because to do otherwise would be unprofessional and inhumane. Employees also expect that employers give them the respect they deserve for contributing their talents and skills to the organization. Respect isn't one-sided. The respect that employees should expect from their employers is based on the unwritten social contract between an employer and the employee and is, therefore, an employer's expectation as well.
Federal and state laws mandate that covered employers provide equal employment opportunities to applicants and employees. Translated, it means that organizations must adhere to anti-discrimination laws that prohibit unfair employment practices based on non-job-related factors, such as race, national origin, religion and sex. Aside from the legal mandates, employees should expect employers to treat workers fairly and apply workplace policies consistently. Many of the federal anti-discrimination laws apply to companies that employ at least 15 workers; however, employees who work for the smallest companies with only a handful of workers have the same expectations for fair treatment as employees who work for large conglomerates.
Employers have an obligation to provide a safe working environment, which means employees have a right to expect that they won't encounter workplace violence, be exposed to misuse of hazardous chemicals or machinery, and that they won't risk their lives simply by coming to work. Granted, there are occupations where employees face significant risk for injury, such as protective services jobs in police and fire departments. However, employees expect that they can work collaboratively without worrying that they'll face threatening acts or unsafe conditions in the workplace.
The mantra that human resources leaders profess is that employers should provide their employees with the tools necessary for success. Starting with an accurate, up-to-date job description that contains the primary job functions, employees need to know the employer's performance expectations so they can have a shot at meeting and possibly exceeding those expectations. Employees generally have an intrinsic desire to do good work, but without their employers' communication, input and guidance, success eludes employees and creates an unnecessarily challenging work environment. Therefore, employees' expectations include providing them with unambiguous communication and clear direction on their job duties, as well as rewarding employees' performance accordingly.
Often confused with employee rewards -- which are tangible incentives -- employees should expect recognition from their employers. Employee recognition is the least expensive way to motivate and retain workers. It doesn't cost anything to write a handwritten note to say "thank you for a job well done." Nor does it cost the employer to recognize an employee's expertise by providing her with the opportunity to flourish in an advanced role with the company. Management consultant Frederick Herzberg associated employee recognition with motivation in his two-factor, motivation-hygiene theory. Author Leigh Branham discovered that workers expect recognition and feedback, factors that are high on the list of reasons why employees left for jobs elsewhere. Branham studied more than 19,000 exit interviews and surveys from 1999 to 2003 before he documented his findings in his book titled, "The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late."
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