Chapter 5

DIRECTING BY HUMAN RELATION

Human Relation

In 1920, Elton Mayo recognized as the father of “Human Relation Theory”

that stood the way of minimizing problems at work. He sought to increase
production in the industry by humanizing the dealings with people. Until later
human relation concept was integrated to other theories and now known as
organizational behavior theory.

Human relation is being defined as the way in which a person interacts with
other people. It described skills, which is an ability of an individual to work
effectively with other people. This is a process by which people get ideas,
instructions, and attitudes from others and simply providing linking pin between
two individuals and group.

In business and industry, human relations develop among people in an

environment of mutual trust and understanding. It is more than getting along with
people like “pakikisama” but rather a matter of exerting effort in a give-and-take
process towards the achievement of success and in the attainment of the
organizational goals.

Human Relations Approach to Management

The classical school did not give importance to the human aspects of the
workers. Therefore, they did not achieve a high level of production efficiency and
co-operation between the management and workers. The failure of the classical
approach led to the human relations movement.

The human relations experts tried to integrate (combine) Psychology and

Sociology with Management. According to them, organization is a social system of
interpersonal and intergroup relationships. They gave importance to the
management of people. They felt that management can get the work done from
workers by satisfying their social and psychological needs.
 According to the group, the basic principles of human relations approach
are:

1. Human beings are not interested only in financial gains. They also need
recognition and appreciation.
2. Workers are Human Beings. So they must be treated like human beings
and not like machines. Managers should try to understand the feelings and
emotions of the workers.
3. An organization works not only through formal relations, but also
through informal relations. Therefore, managers should encourage
informal relations in the organization along with formal relations.
4. Workers need a high degree of job security and job satisfaction.
Therefore, management should give job security and job satisfaction to the
workers.
5. Workers want good communication from the managers. Therefore,
managers should communicate effectively without feelings of ego and
superiority to the workers.
6. In any organization, members do not like conflicts and understandings.
Therefore, managers should try to stop conflicts and misunderstandings
among the members of the organization.
7. Workers want freedom. They do not want strict supervision. Therefore,
managers should avoid strict supervision and control over the workers.
8. Employees would like to participate in decision making, especially, in
those matters affecting their interests. Therefore, management must
encourage workers' participation in management. This will increase
productivity and job satisfaction.

1. Don't criticize, condemn or complain

2. Give Honest, Sincere Appreciation
3. Arouse in the other person an eager want
4. Become genuinely interested in other people
5. Smile
6. Remember that a person's name is to that person the sweetest and most
important sound in any language
7. Be a good listener. Encourage others to talk about themselves.
8. Talk in terms of the other person's interests
9. Make the other feel important, and do it sincerely
10.Win people to your way of thinking.
11.The only way to get the best of an argument is to avoid it
12.Show respect for the other person's opinion. NEVER say "You're Wrong"
13.If you're wrong admit it quickly and emphatically
14.Begin in a friendly way.
15.Get the other person saying “yes, yes” immediately.
16.Let the other person do a great deal of the talking
17.Let the other person feel that the idea is his or hers
18.Try honestly to see things from the other person's point of view
19.Be sympathetic with the other person's ideas and desires
20.Appeal to nobler motives
21.Dramatize your ideas
22.Throw down a challenge
23. Be a Leader
24.Begin with praise and honest appreciation
25.Call attention to people's mistakes indirectly
26.Talk about your own mistakes before criticizing the other person
27.Ask questions instead of giving direct orders
28.Let the other person save face
29.Praise the slightest improvement and praise every improvement. Be hearty in
your approbation and lavish in your praise
30.Give the other person a fine reputation to live up to
31.Use encouragement. Make the fault seem easy to correct
32.Make the other person happy about doing the thing you suggest productivity
and job satisfaction.
 Chapter 6

DIRECTING BY MOTIVATION

Motivation

Motivation of employees is one of the primary concerns of the Boss in order

to perform what he wants to do. To influence a worker to follow is to incite him in
his ideas, and emotions that would affect his morale and his operational efficiency.
The production of such attitudes whether positive or negative in character is a
motivated behavior.

Motive is being regarded as internal force that impels an individual to attain

a certain goal or to enable him to desire strongly to do something willingly. There
are classifications of motive: physiological, social and egocentric.

Physiological motives cause an individual to eat and to drink, and to

maintain body metabolism by elimination of waste. Love and affection is a social
motive, this includes the urge for sex. Although sex is biological in nature, it
involves other person that is why it is a social motive. Furthermore, egocentric
motives involve personal desire for recognition, dominance, autonomy, and
defensiveness.

In psychology, motivation refers to the process within an individual that

stimulates or moves him to take a desired course of actions. It is a matter of
inciting others’ inner drive, impulse or intention to cause a person to do something
or to act in a certain way.

Sanches described motivation “as a goal or incentive, which provides

purpose and direction to an activity. According to her, there are three elements
behind motivation: drive, tendency, and need.

Drive is referred to as a psychological condition in which an organism

becomes activated. It is an urged to satisfy something as a result of an internal
stimulation. This inner force affects individual thinking, feeling, behavior and
interpretation of values. Satisfying the drive is tending to develop behavioral
pattern accompanied by either feeling of pleasantness or annoying behavior. On
the other hand, tendency is the impulse which implies persistence of directing
activities towards a certain goals. It is determining aspect when the reaction one
another in succession that established predisposition.

Lastly, need is a lack of something required to satisfy existence in the

environment. In 1943, Dr. Abraham H. Maslow gave us a blueprint to understand
human needs. The theory that states that people have a certain needs to satisfy and
further seek higher level of needs for satisfaction. These needs become the motive
of man to stimulate movement to take a desired action.

Types of Motivation

The motivation that the Human Resource Management may provide to

employees' may be classified into: financial, non-financial, and positive or
negative motivation.

1. Financial motivation - includes all methods involving money that an employee

may receive as a result of his employment such as wages or salary, bonus, benefits,
commissions and allowances.

2. Non-financial motivation - all non-financial motives of individuals, groups or

organization of employees to take goal - directed actions in order to satisfy certain
human needs such as: physiological needs, safety needs social needs, esteem
needs, and self-actualization needs.

3. Positive motivation - involves the grant of rewards for a job well done to
employees. These rewards may take the form of salary increases, promotions,
merit increases, bonuses, and recognition. Employees value greatly the
appreciation or recognition that they get from supervisor for jobs well done.
Managers can be more effective if only they easily see the many opportunities to
positively motivate subordinates daily.

4. Negative motivation - refers to any method of motivation taking the form of

fear such as fear of losing job, reduction in pay, bonus or commission, demotion
used as a penalty for failing to meet organizational standards or requirements.
Basic Motivation Principles

There are principles noted in determining motivation factors to human

behavior. These are the following:

1. People are motivated for their own reasons, not ours. "What's in it for me?" must
be addressed for each employee. "How will I benefit?' is a critical question to the
motivational process.

2. Motivation is a constant process, not something to be turned on and off likes a

water tap. Attention must be directed toward employee motivation on a daily basis.

3. Everyone is motivated. People may be motivated for their reasons not ours, but
they are motivated. The key is to ascertain what turns on their "internal motivation"
tap.

4. Managers, no matter how hard they try, cannot motivate other people. People
motivate themselves. Managers must create a work environment in which the
worker is self-motivated.

Distinctive Aspects of Motivation

Motivation has some distinctive aspect in which one should be aware of to

understand people. The following are some noticeable perspective of motivation:

1. Motivation represents an energetic force that drives people to behave in

particular ways.

2. This drive is directed toward something. In other words, motivation has strong
goal orientation

3. The idea of motivation is best understood within system perspective.

To understand human motivation; it is necessary to examine the force within

the individual and their environment that provides them with feedback and
reinforce their intensity and direction. With this, people should understand the
basic components of the motivational process as indicated in the following mode:
a. Needs or expectations

b. Behavior

c. Goals

d. Feedback

The Wants of Workers

Motivation is greatly influenced by human wants. Some of the important

wants of the workers are:

1. Equitable Pay - The employees should feel that they are receiving the right
salaries for his services comparable to the kind of job.

2. Security of Tenure - It's an assurance that the employee is secured in his

employment.

3. Recognition and Promotion - The giving of incentives and adjustment of pay

for a satisfactory performance is an attractive stimulant and creates interest to
perform well.

4. Current Information - It is the tendency of individual to know what is going

on especially when changes in the organization are being considered.

5. Opportunity for Development - One of the basic psychological wants of the

individual is "to do the work that he likes to do." Based on this premise the worker
must be afforded the opportunity to be developed according to his likes, which he
thinks worthwhile.

6. Human Treatment - Sison said a worker wants to be treated as human with

feelings that can be hurt, nerves that can be shattered, pride that can injured, hopes
and ambitions that can be frustrated and the creation of satisfactory working
condition is a powerful motivating influence.

Why Do Employees Lack Motivation?

Employees lack motivation for some popular reasons such as the following:
1. Lack or unfair compensation programs.

2. Poor management attitudes and behavior.

3. Intolerable working conditions like overcrowding, noise levels, or lack of

resources.

4. Lack of thorough knowledge of product, services or mission.

5. Lack of career development and opportunities.

6. Repetitive and boring jobs.

7. Rejection by co-workers and clients.

8. Lack or personal challengers-job satisfaction.

9. Lack of appreciation and recognition

10. Lack of motivating supervision.

11. Lack of quality training

12. Skills suited for the job.

Maslow’s Theory of Motivation

According to Dr. Abraham Maslow, he sees the core human nature a push to
satisfy the needs that secure and psychological survival. The theory states that
there are five (5) needs, which is a continuum place at top of another. The
satisfaction of each need is a prerequisite to seek for the need to satisfy.

Physiological Needs are the most basic needs of man such as food, clothing
and shelter. A hungry person can not be expected to move other than to satisfy his
stomach. Once satisfied, he has the reason to seek other needs, which he desires to
satisfy.

Safety Needs are those things that secure people from harm and difficulties.
If one feels safe in his present condition, he is more likely free from fears and
anxieties.
 Needs for Belonging refers to the feeling of acceptance and approval from
others. It is also a matter of socialization. Man by nature is a social being. He needs
company where he can share feelings and sentiments, and reciprocally response the
same.

Esteem needs is the need for growth and development. A person wants to
explore his potential and ultimate worth where he feels he is fitted. An engineer
loves to build; he is definite motivated to carry out his work through a construction
of building.

Self-Actualization refers to the "peak experience," which is the feeling of

total freedom to change self-perception in a healthy direction for greater creativity,
expressiveness, and growth. In a specific form, self-actualization varies from
person to person. To satisfy this want, an individual will strive hard to become all
he can become, fully realize his full human potential.

Expectancy Theory of Motivation

Wilfred J. Zerbe, offered another aspect on how to motivate people at work,

which is called Expectancy Theory. The essence of this theory is the belief that
people choose actions that benefit them the most and maximize value of their
actions. It relates to the connection between behavior and reward. It states that to
motivate behavior, rewards must be valued and performance of a task must lead to
rewards. Zerbe pressed entirely the connection of these two, saying if one is weak
or missing, the behavior is poorly motivated. There are three components that
combined in order to calculate the motivational force of a behavior: valence,
instrumentality, and expectancy.

Valence refers to the value of performance rewards to individual such as

monetary consideration and other things that are important to him, like promotion.
On the other hand, instrumentality is the perceived relationship between the reward
and the performance. It is a matter of evaluating the outcome of the performance.
Finally, expectancy is the degree of which effort is perceived to cause
performance.

If effort leads to performance and the lack of it leads to deficiency in the

performance, then expectancy is high. However, even if effort is exerted but
performance does not change, then it is not required to cause performance. In other
word, if people can believe that they control performance with their behavior,
expectancy occurs at the highest level. Therefore, motivational force (mf) is equal
to the product of expectancy, Instrumentality and valence as specifically illustrated
in a mathematical formulation as:

MF = (E) (I) (V)

So that if one is absent, or zero, then the whole equations is equal to zero
that means no motivation is present.

Biorhythm Theory of Motivation

Dr. Hebert Zollitch comes up with an idea with what was behind peoples'
behavior. He had to grope along by trials and scientific observations for better
understanding individuals behavior and how to effectively deal with it. A relative
new science called Biorhythms may have an explanation for individual's unusual
exemplary or very poor performance. This theory postulates ideas that all human
beings, from day they were born to the day they die are influenced by three internal
human cycles: the physical cycle, emotional cycle, and intellectual cycle. Each
cycle has a positive phase, negative phase and the critical points, when the cycle
changes from positive to negative phase.

In the positive phase, the body is releasing its energy at its peak where an
individual experiences excellent sharp performance and decline. At the critical
point, it is a whole day where the body is unstable and the individual is expected to
be in bad mood and definitely not performing well. However, in the negative
phase, the body tends.to recharge and restoring energy that perfectly the same
number of days as it occurs in the positive phase. In this phenomenon, the
individual would experience par below performance in all its activities.

The physical cycle is said to take twenty-three days to complete. It affects

human physical mobility such strength endurance, coordination, and resistance to
fatigue and disease. During the first half of the cycle in its positive phase, an
individual is expected to be at its physical best. At the changing point from positive
to negative phase is the critical points which exactly 11.5 days, the individual will
suffer some sort of weak feeling and can easily get sick. The body is vulnerable to
accident and bodily injuries, if the individual will not be cautious enough.

The emotional cycle takes twenty-eight days to complete. This cycle bears
the mood, sensitivity and perceptions about the environment and self of an
individual. In the first half of the cycle, the individual is most likely to be at its
emotional best, cheerful, optimistic, creative, and keenly sensitive. At the
fourteenth day of this cycle is the critical point, which the individual experiences
unstable, feeling and get easily upset. The last half of the cycle, the individual
tends to be subjected to irritations, frustrations, quarrelsome, and lonesome.

The intellectual cycle takes around thirty-three days to complete. It affects

our mental functioning in terms of logical thinking and reasoning power, judgment,
memory, receptivity to knowledge, and alertness. In the positive phase of this
cycle, the person is characterized to be in his mental best. He is experiencing sound
mind, good memory, mentally sharp, perceptive and reasonable. However, at its
critical point the person suffers some sort of intellectual block out or becomes
forgetful. This scenario continuously happens in some degree at the negative phase
where the individual becomes unmindful, inexpressive, and poor judgment.

The Method of Determining Biorhythm Cycle

The practical method of calculating the cycle of an individual biorhythm is

by going back as far as in the day of his birth. First, determine how many days a
person lived in this week by multiplying his age by 365 (number of days in a year).