ABSTRACT
Employees and employers have reasonable expectations of each other, such as appropriate effort, skills, knowledge and understanding of one’s role, and of challenge, fair treatment, reward and management behaviour within the institution. Individually, we have criteria for the level of personal input which is sufficient to perform our responsibilities adequately, proportional to our own enthusiasm for our duties, achievement motivation, and fair in comparison to both the level of financial benefits we receive and the professional and social stimuli we derive from our work relationships. Universities are dynamic places to work with ever-evolving systems, individual structures, finances and organisational adjustments to improve student and staff facilities and recruitment.
This chapter focuses on staffs’ expectations of managers and leaders which are described via the ‘psychological contract’, ‘equity theory’ and Herzberg and Maslow’s motivational theories. As a part of this, both further experts’ advice on the associated constructs of value and engagement and on trust and communication are elaborated upon, along with additional management behaviour and competence approaches we can take from Higher Education (HE) and general management models and commentators, HR advisors and surveys.
