Human Relations
A human Relations Programme represents an attempt at improving employee
morale and motivation through an improved three-way communications and
through employee participation in the decision making processes. Human
relations seek to emphasise `employee` aspects of work rather than technical
or economic aspects. It also seeks to make employment and working
conditions less impersonal. On the positive side, the human relations
approach emphasises policies and techniques designed to improve employee
morale and job satisfaction. It is believed that this is accompanied by
increased employee efficiency and reduction in employee unrest.
An understanding of human behaviour can:
i) Assist the manager to develop a better realization of how his own
attitudes and behaviour play a part in everyday affairs;
ii) Assist him to develop a keener sensitivity towards the other people;
iii) Help him to develop an improved understanding of the problems of
reconciling his own interests and capabilities with the needs and goals of
the organization of which he is or will become, a part;
iv) Enable him to anticipate and prevent problems, or at least to resolve
more effectively those that he cannot avoid;
v) Assist him to see things as they are not as they should, or as he would ,
like them to be; and
vi) Assist him to cast aside some of the excess mental luggage that
increase his mental load but his effectiveness.
Growth of Human Relations
1. The origin and progress of the human relations movement (particularly in
U.S.A.) has been due to certain social and cultural forces working there,
such as Recognition of the dignity of the individual and his personality.
The individual has a lot of freedom of choice and the idea of decisionmaking
by oneself is deep-rooted in the national tradition.
2. A child is brought up to value independence and encouraged to think
on his own and not to be dependent on parents.
3. Virtual disappearance of owner managers and the growth of professional
managers capable of managing according to professional code.
4. Strong organizations of labour, at all levels, calling for higher skills in
communication and participative behaviour on the part of the
5. Shortage of labour led to skilled labour being treated as nearly
irreplaceable. Hence, much greater care in utilising this scarce and
valuable resource had to be thought of in the form of "Human Relations."
6. Higher standards of living of American labour. Since their physical and
security needs were generally satisfied, increased participation alone
could
satisfy their emerging social and ego needs.
7. The possible weakening of work ethics, requiring managers to develop
new attitudes towards labour.
8. The changing work environment-greater specialization and a large
scope of operations - which require a greater degree of managerial
effectiveness with and through workers.
9. A significant increase in the general educational level of workers who,
as a result, demanded more from their employers.
A human Relations Programme represents an attempt at improving employee
morale and motivation through an improved three-way communications and
through employee participation in the decision making processes. Human
relations seek to emphasise `employee` aspects of work rather than technical
or economic aspects. It also seeks to make employment and working
conditions less impersonal. On the positive side, the human relations
approach emphasises policies and techniques designed to improve employee
morale and job satisfaction. It is believed that this is accompanied by
increased employee efficiency and reduction in employee unrest.
An understanding of human behaviour can:
i) Assist the manager to develop a better realization of how his own
attitudes and behaviour play a part in everyday affairs;
ii) Assist him to develop a keener sensitivity towards the other people;
iii) Help him to develop an improved understanding of the problems of
reconciling his own interests and capabilities with the needs and goals of
the organization of which he is or will become, a part;
iv) Enable him to anticipate and prevent problems, or at least to resolve
more effectively those that he cannot avoid;
v) Assist him to see things as they are not as they should, or as he would ,
like them to be; and
vi) Assist him to cast aside some of the excess mental luggage that
increase his mental load but his effectiveness.
Growth of Human Relations
1. The origin and progress of the human relations movement (particularly in
U.S.A.) has been due to certain social and cultural forces working there,
such as Recognition of the dignity of the individual and his personality.
The individual has a lot of freedom of choice and the idea of decisionmaking
by oneself is deep-rooted in the national tradition.
2. A child is brought up to value independence and encouraged to think
on his own and not to be dependent on parents.
3. Virtual disappearance of owner managers and the growth of professional
managers capable of managing according to professional code.
4. Strong organizations of labour, at all levels, calling for higher skills in
communication and participative behaviour on the part of the
5. Shortage of labour led to skilled labour being treated as nearly
irreplaceable. Hence, much greater care in utilising this scarce and
valuable resource had to be thought of in the form of "Human Relations."
6. Higher standards of living of American labour. Since their physical and
security needs were generally satisfied, increased participation alone
could
satisfy their emerging social and ego needs.
7. The possible weakening of work ethics, requiring managers to develop
new attitudes towards labour.
8. The changing work environment-greater specialization and a large
scope of operations - which require a greater degree of managerial
effectiveness with and through workers.
9. A significant increase in the general educational level of workers who,
as a result, demanded more from their employers.
