Human Relations in Management

By:-firoz qureshi; Dept. psychiatric nursing

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Introduction..From its heyday period of 1929-51,and even before and after a diverse set of new ideas emerged out of many fields, primarily psychology and sociology, almost by accident, to change the shape of organizational science. That was really the first time that the orientation, feelings and values of workers were seriously treated as being a valid and important part of organizational dynamics and deserving of incorporation in organizational theory.

Human Relationship management theories helped to understand the different views of Humanitarianism in management. The strategies like labour relations, labour laws helps the manager to manage an Organization legitimately and knowledge of concepts like Power, Negotiation, disciplining personnel Employee counseling and conflict management helps to tackle the issues that arrives out of Human expectations and behavior.

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Human Relations..It is the study of group behavior for the purpose of improving interpersonal relationships, as among employees

Management..Definition of Management..The acts of getting people together to accomplish desired goals and objectives. It comprises planning, organizing, staffing, leading or directing and controlling an organization or effort for the purpose of accomplishing a goal.

Management also refers to the persons or people who perform the acts of management.

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HRM - Theories…Mayoism..

Father of human relations Elton Mayo(1880-1949),a Harvard professor trained in Psychopathology who is most famous for the “Hawthorne Studies” in electric plant in Illinois.

The three main projects were:

1.Illumination experiment

2.Bank wiring room study

3.Relay assembly room study.

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Natural groups, in which social aspects take precedence over functional organizational structures. Upwards communication, by which communication is two way, from worker to chief executive, as well as vice versa.

Cohesive and good leadership is needed to communicate goals and to ensure effective and coherent decision making

Mayo’s Emphasis..

HRM - Theories Contd…

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Chester Bernard (1938):He said managers need to know more about human behavior especially about informal groups of an organization particularly relationships between workers and outsiders.

Mary Parker Follet (1868-1933)(Prophetess of Management)

She saw Power as a principle of ‘with’ rather than ‘over’ and recommended the creation of power sharing arrangements in organizations.

HRM - Theories Contd…

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W. Edward Deming: (1900-93)(Guru of Quality management)

He is known for his work in the area of “ learning organization” with the notions ‘single loop learning’(actions lead to consequence) and ‘double loop learning’(consequences lead back to decisions about which actions to take)

HRM - Theories Contd…

Warren Bennis: (1960)He proposed less hierarchal, more adaptive organization.

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Maslow’s (1908 - 1970)..

HRM - Theories Contd…

His work has been very influential in management and has stimulated subsequent research.

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Robert Greenleaf: (1977)He founded Servant leadership that identifies key moral behaviors. The leaders must continuously demonstrate the key moral behaviors like Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to the growth of people and building community.

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New Public Management - NPMA larger movement called Organizational Humanism

came into being during 1970’s which wanted employees to stop being ignored and exploited by organizations. It wanted to integrate the needs of employees with the needs of organizations.

NPM wants to integrate employee ethics and morality with the needs of organization. It appears that NPM is settled with these principles to work in future(four’D’S ):

Decentralisation Democratization Delegation Debureaucratization

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Major Concepts in HRPower and Authority Source of Power

RewardCoercive PowerLegitimate Powerreferent PowerExpert Power & InformationConnectionInformal Sources of Power / Personal Power

Power Relations

Empowerment

Power is interpersonal and dependence relationship.

It is the process of gaining control.

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Labour RelationsGrievances Handling…

According to Jucius, a grievance is “any discontent or dissatisfaction, whether expressed or not, whether valid or not, arising out of anything connected with the company which an employee thinks, believes or evenfeels to be unfair, unjust or inequitable.”. Causes….

Economic:

Work environment:

Supervision:

Work group:

Miscellaneous:

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Guidelines for Handling Grievances… Treat each case as important and get the grievance in writing.

Talk to the employee directly. Encourage him to speak the truth. Give

him a patient hearing.

Discuss in a private place. Ensure confidentiality, if necessary.

Handle each case within a time frame.

Examine company provisions in each case. Identify violations, if any.

Do not hold back the remedy if the company is wrong. Inform your

superior about all grievances.

Get all relevant facts about the grievance. Examine the personal

record of the aggrieved worker. See whether any witnesses are

available. Visit the work area. The idea is to find where things

have gone wrong and who is at fault.

Gather information from the union representative, what he has to say,

what he wants, etc. Give short replies, uncovering the truth as well as

provisions. Treat him properly.

Control your emotions, your remarks and behaviour.

Maintain proper records and follow up the action taken in each case.

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Labour Laws... The Regulative Labour Legislation:

• The Trade Unions Act, 1926• The Industrial Disputes Act, 1947• Industrial Relations Legislations Enacted by States of Maharashtra, MP,

Gujarat, UP, etc.• Industrial Employment (Standing Orders) Act, 1946

The Protective Labour Legislations:• Factories Act, 1948• The Shops and Establishments Acts

Social Security Labour Legislations:• The Workmen’s Compensation Act, 1923• The Employees’ State Insurance Act, 1948• The Employees PF and Miscellaneous Provisions Act, 1952• The Maternity Benefit Act, 1961• Payment of Gratuity Act, 1972

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IMPORTANCE & IMPLICATIONS OF LABOUR LEGISLATIONS…Conventions and Recommendations have covered wide range of subjects concerning labour, for example, working conditions including hours of work, weekly rest, and holidays, wages, labour administration, employment of children and young persons includingminimum age of employment, medical examination, night work, employment of women including maternity protection, night work and employment in unhealthy processes and equal pay, health, safety and welfare, social security, industrial relations including right to organise collective bargaining and conciliation, and employment and unemployment. .

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Under the Trade Union Act of 1926, the term isdefined as any combination, whether temporary or permanent, formed primarily for the purpose of regulating the relations between workers and employers, or for imposing restrictive conditions on the conduct of any trade or business and includes any federation of two or more unions.

Trade Unions...

Collective BargainingThe main objectives of collective bargaining are given below:

To settle disputes/conflicts relating to wages and working conditions.

To protect the interests of workers through collective action.

To resolve the differences between workers and management through

voluntary negotiations and arrive at a consensus.

To avoid third party intervention in matters relating to employment

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Popular Bargaining Tactics (Sloane and Whitney) Conflict-based

Each party uncompromising, takes a hard line, and resists any overtures for compromise or agreement.

Armed truceEach party views the other as an adversary. Although they are adversaries, it is recognised that an agreement must be worked out under the guidelines specified by the law.

Power bargainingEach party accepts the other party with the knowledge that a balance of power exists.

AccommodationBoth parties adjust to each other. Positive compromises, flexibility, and tolerance are used, rather than emotion and raw power.

CooperationEach side accepts the other as a full partner. This means that management and the union work together.

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Negotiations...Principles of

Negotiations… Separate people from problem Focus on interests not positions Generate a variety of options before deciding what to do. Insist on objective data

FIVE STEP METHOD OF BREAKTHROUGH: BY Ury in 1991Do not React: first is to control one’s own behavior and need to break through defensiveness ,fear, suspicion and hostility so that one could listen to the other party

Disarm Them: by listening paraphrasing and asking for correction, acknowledge points made and the opponent’s feelings ,apologize when needed and project confidence.Change the Game: by reframing instead of rejecting. Ask why, why not, and what if and ask for opponent’s advice to facilitate problem solving. here we should facilitate the situation to say yes by me

Build them a Goldenbridge: eating their needs and concerns Make it hard to Say No: by bringing the opponents to their senses instead of their knees. The more power you use ,the more resistance you get. Try to neutralize the attack without tricking back.

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DISCIPLINE OF PERSONNELPrinciples of Disciplinary Action: Have a positive attitude, investigate carefully, be prompt, protect privacy, focus on the act, enforce rules consistently, be flexible, advise the employee, take corrective and constructive action and follow up whether the behavior changed.

Penalties: Oral reprimand, written reprimand, fines, loss of privileges, suspension, lay-off, demotion and termination in order of severity.

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REINFORCEMENT :Positive reinforcement increases the probability of recurrence of desired behavior.It may be subtle as a smile or a nod when one speaks.Recognition is the powerful reinforcement and is universally effective.

SHAPING:It is a behavior –modification technique used when the response does not meet the criteria. By systematically reinforcing successive approximations, the manager can shape the responses.

EXTINCTION:Withholding the reinforces will decrease the probability of the occurrence of the behavior and contribute to its extinction.

SHAPING:The probability of a response can be decreased by pairing the behavior with an aversive stimulus. Once it is started it should not stop until the behavior has been corrected and the cessation acts as appositive reinforce.

MODIFICATION OF EMPLOYEE BEHAVIOUR

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PROBLEM EMPLOYEESSubstance abusersThe local intervener typically outlines the purpose of the visit with the impaired person, presents information about chemical abuse and identifies behavior and circumstances in which it is evident. Issues like treatment, use of medical benefits are discussed. If the person denies impairment or fail to follow the plan of care , they must be told treatment is mandatory for continued employment.

Angry or Withdrawn employeesBe sincere ,firm, and fair. Job expectations should be made clear and personnel rewarded liberally and disciplined justly.

Decreased productivityIt is a side effect of personnel problem. Expectations are clarified and are taught how and what to do. If boredom is a problem job rotation and special projects are considered.

Absenteeism:Make sure that there are attendance policies, do not reward nonattendance and they are enforced consistently.

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Employee Counseling…It provides an opportunity to give advice,offer reassurance improve communication, release emotional tension, clarify thinking and reorient.

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CONFLICT MANAGEMENTAPPROACHES TO CONFLICT RESOLUTION

Avoiding: through unassertive and uncooperative mean. Appropriate when the party is more powerful, issue is unimportant, no chance of meeting goals, cost of dealing higher than benefits.

Accommodating: By co operative and unassertive means. It is self sacrificing –the opposite of competing. One neglects one’s own needs to meet the goals of the other. Appropriate when the opponent is powerful ,is right or the issue is more important to someone else.

Compromising: Moderates both assertiveness and cooperation. It is useful for expedient ,mutually acceptable answers for limited periods when the goals are moderately important and parties have equal power.

Collaborating: assertive and cooperative. Here problems are identified, alternatives explored and ramifications considered until difficulties are resolved.

Competing: It is by assertive and uncooperative means. It is needed when a quick and unpopular decision is needed, when the person is very knowledgeable about the situation and able to make sound decision or when one must protect oneself from other aggressive people.

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STRATEGIES FOR CONFLICT RESOLUTION:WIN-LOSE: with position power ,mental or physical power, failure to respond, majority rule. Railroading a minority position over majority, competing.

LOSE-LOSE: Strategies are compromise, bribes, arbitration by neutral third party and resorting to the general rules instead of considering merits of individual cases.

WIN-WIN: it focuses on goals and emphasize consensus and integrative approaches of decision making.

Escalation of Conflict Tactics;Completion, righteousness, stop listening,labeling,dealing with personalities,issue expansion,bickering,coalition formation,threats,constricting others, intentional hurt

Deescalation of Conflict Tactics:Listening,showingconcern,goodwill gestures,metacommunications,responding to all levels of communication,airing feelings,fractionalization,establishing outside criteria

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BENEFITSBENEFITS

Altruistic/Paternalistic consideration Concern for quality of work-life

Statutory requirements Mitigate fatigue and monotony

Concern for well being Discourage labour unrest

Damage and hazard of industrial working Reduce attrition

Tax-planning consideration Build companies image

Competitive considerationAttract, retain and motivate employees

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SERVICESservices

1 Charitable contributions 11 Social and recreational

2Counselling, Financial, Legal, Psychiatric and Psychological 12 Parking

3 Tax preparation opportunities 13 Transportation to and from work

4 Education subsidies 14

Travel expenses, Car reimbursement, Tolls and parking, Tool and entertainment reimbursement

5 Child adoption 15 Clothing reimbursement/allowance6 Child care 16 Tool reimbursement/allowance7 Elderly care 17 Relocation expenses8 Subsidized food service 18 Emergency loans9 Discounts on merchandise 19 Credit union

10Physical awareness and fitness programmes 20 Housing

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