Concept:
Human relations are the study of the ways in which people relate to
each other in group situations, especially work, and how
communication skills and sensitivity to other people’s feelings can
be improved.
According to Keith Davis ‘human relations deals with motivating
people in organizations to develop teamwork which effectively
fulfills their objectives and achieves organizational objectives’.
In the words of Scott, ‘human relations is a process of an effective
motivation of individuals in a given situation in order to achieve a
balance of objectives which will yield greater human satisfaction
and help accomplish company goals’.
The human relations movement presents a counterpoint to the
scientific management view that focuses on maximizing the
productivity and income of individual manual workers, and on the
separation of mental and physical work between management and
workers. In contrast, supporters of the human relations movement
believe that workers want to feel a part of the team with socially
supportive relationships and to grow and develop.
Nature of Human Relations:
Human relations can be defined as the cordial atmosphere in an
organization in which people practice the art of living in such a way
that they communicate, act, interact and transact in a cordial
manner, recognizing each other’s needs, views, values and
temperaments so that every interaction and transaction taking place
in an organization would have concern for each other’s interests and
feelings, leading to better motivation and morale of people at all
levels in the organization.
The main characteristics of human relations are as
follows:
1. Human relations are an important process through which an
individual’s attitude and work are integrated with a view to
achieving a willing cooperation on their part in the achievement of
the interests of an organization as a whole.
2. Members of the organization contribute their bit to get individual
and group satisfaction.
3. The satisfaction desired by employees may be economic, social
and psychological.
4. Human relations in an organization are a process of improving
motivation by proper working condition, training programmes,
timely payment of wages and incentives etc.
5. Human relations are an integrated approach derived from
different disciplines such as psychology, sociology, economics and
management.
6. Human relations are all pervasive; they are required in business
and non-business organizations, small and large organizations, and
at all levels.
7. Human relations are a continuous activity.
8. Human relations are a goal-oriented and focused approach.
Factors Affecting Human Relations:
Human relations in the organization are determined by:
(i) individual,
(ii) work group,
(iii) leader, and
(iv) work environment.
Individual:
The individual is an important part of the organization and each
individual is unique. While motivating the employees, management
should give due consideration to their economic, social and
psychological needs.
Work Group:
The work group is the centre of focus of human relations approach.
It has an important role in determining the attitudes and
performance of individual workers.
Work Environment:
It is important to create a positive work environment where
organizational goals are achieved through satisfaction of employees.
In general, when employees’ needs are satisfied, the work
environment is termed positive.
Leader:
The leader must ensure complete and effective utilization of all
organizational resources to achieve organizational goals. They must
be able to adjust to various personalities and situations.
Some of the important approaches to industrial relations are:-
1. Unitary Approach 2. Pluralistic Approach 3. Marxist Approach
1. Unitary:
Under unitary approach, industrial relations are grounded in
mutual co-operation, individual treatment, team-work, and
shared goals.
Work place conflict is seen as a temporary aberration, resulting
from poor management, from employees who do not mix well
with the organizational culture.
The underlying assumption is that everyone benefits when the
focus is on common interest and promotion of harmony. Conflict
in the form of strikes is not only regarded as necessary but
destructive.
Advocates of the unitary approach emphasize on a reactive
industrial relations strategy. They seek direct negotiations with
employees. Participation of government, tribunals and unions is not
sought or is seen as being necessary for achieving harmonious
employee relations.
The unitary approach is being criticized as a tool for seducing
employees away from unionism and socialism. It is also criticized as
manipulative and exploitative.
2. Pluralistic:
The pluralistic approach totally departs from the unitary approach
and assumes that the organization is composed of individuals who
form distinct groups with their own set of aims, objectives,
leadership styles, and value propositions.
The organization is multi structured and there will be continued
tension due to conflicts within and between the various sectional
groups. In contrast to the unitary approach, the pluralistic approach
considers conflict between management and employees as rational
and inevitable.
According to pluralists, industrial conflict is inevitable and it needs
to be contained within the social mechanism of collective
bargaining, conciliation, and arbitration.
3. Marxist:
Also known as the ‘Radical Perspective’, the Marxist approach is
based on the proposition that the economic activities of production,
manufacturing, and distribution are majorly governed by the
objective of profit. Marxists, like the pluralists, regard conflict
between employers and employees as inevitable.
However, pluralists believe that the conflict is inevitable in all
organizations. Marxists see it as a product of the capitalist society.
Adversarial relations in the workplace are simple one aspect of class
conflict. The Marxist approach, thus, focuses on the type of society
in which an organization functions.
Conflict arises not only because of competing interests within the
organization, but because of the division within society between
those who won or manage the means of production and those who
have only their labour to offer. Industrial conflict is, thus, seen as
being synonymous with political and social unrest.
The Marxist approach argues that for social change to take place,
class conflict is required. Social change initiates strong reactions
from the worker class and bridges the gap between the economically
settled owners of factors of production and the economically
dependent worker class. This approach views pluralism as unreal
and considers industrial disputes and class conflicts as inevitable
for the circular functioning of an industry.
Trade unions are seen both as labour reaction to exploitation by
capital, as well as a weapon to bring about a revolutionary social
change. Concerns with wage-related disputes are secondary. Trade
unions focus on improving the position of workers within the
capitalist system and not to overthrow. For the Marxists, all strikes
are political.
Besides, Marxists regard state intervention via legislation and the
creation of industrial tribunals as supporting management’s interest
rather than ensuring a balance between the competing groups. This
view is in contrast to the belief of the pluralists who argue that state
intervention is necessary to protect the overall interest of society.
To Marxists, the pluralist approach is supportive of capitalism, the
unitary approach anathema. Consequently, enterprise bargaining,
employee participation, cooperative work culture, and the like
which help usher in cordial industrial relations are not acceptable to
Marxists.
Such initiatives are regarded as nothing more than sophisticated
management techniques designed to reinforce management control
and the continuation of the capitalist system.
