LECTURE NO 27 Introduction to Human Relations. Copyright © Houghton Mifflin Company. All rights...

LECTURE NO 27

Introduction to Human Relations

Copyright © Houghton Mifflin Company. All rights reserved. 1 | 2

SUMMARY OF THE PREVIOUS LECTURE NO 26

• Methods of Performance Evaluation, (Interviews, written essays, critical incidents, graphic rating scale, behavioral anchored rating scale, forced comparison, group order ranking, individual ranking, paired comparison,

• Why Managers Are Reluctance to Give Feedback– Uncomfortable discussing performance weaknesses

directly with employees.– Employees tend to become defensive when their

weaknesses are discussed.– .


Summary lecture 26 con’t..d

– Employees tend to have an inflated assessment of their own performance.

• Solutions to Improving Feedback– Train managers in giving effective feedback.– Use performance review as counseling activity than

as a judgment process

• Why Feedback Is Important?

– Provides employees with information about their current performance

– Affects employee motivation to continue performing.


Summary Lecture No. 26• What About Team Performance Evaluations?

1. Tie the team’s results to the organization’s goals.

2. Begin with the team’s customers and the work process the team follows to satisfy customer needs.

3. Measure both team and individual performance.

4. Train the team to create its own measures.

• Performance Evaluation

– Not emphasized or considered appropriate in many cultures due to differences in:

• Individualism versus collectivism. A person’s relationship to the environment, Time orientation (long- or short-term)., Focus of responsibility.


Chapter Preview

• Nature, purpose, and importance in organizations

• Major developments in field

• Forces influencing behavior

• Historical overview of field

• Seven themes in human relations


The Nature, Purpose, andImportance of Human Relations

• Best-managed organization understand work is done through relationships.

• Human relations is the study of why beliefs, attitudes, and behaviors can cause problems in personal and professional relationships.


Human Relations inthe Age of Information

• Industrial to information economy

• Alters traditional patterns of work and leisure.

• Dynamic, but disorienting and stressful

• Over-emphasis on information can limit one’s effectiveness.

• Human-contact deficiency weakens the spirit, the mind, and the body.


The Importance ofInterpersonal Skills

• Interpersonal skills are essential for success in most jobs.

• Technical competencies are not sufficient for success.

• Recent trends in the workplace give new importance to human relations.


Trends: Instability of Labor Marketand Changing Work Patterns

• Worker dislocation due to restructuring

• Can result in:– Low morale

– Mistrust of management

• New opportunities and challenges– Increase in temporary workers

– More self-employed and contract employees = “Free Agent Nation”


Trends: Focus onCustomer Service

• Service economy

• Technology and financial structure are easily copied, so the advantage is not sustainable

• Relationships are key to sustainable competitive advantage, and they are difficult to copy.


Total Person Insight

No matter what we do, we do it with people. People create technology. People implement the technology. People make it all happen. People ultimately use whatever it is we create. No matter how small your organization or how technical its process, it takes people to be successful.

Harry E. ChambersAuthor, The Bad Attitude Survival Guide


Trends: Workplace Incivilityand Team Work

• Rudeness, insensitivity, disrespect

• “Me” rather than “We” attitudes

• Workplace incivility threatens employee relationships.

• Using teams can improve product quality, customer service, and job satisfaction.

• Developing team skills– Group decision making, leadership, conflict

resolution, and communication


Trends: Diversity and Income Gap

• Heterogeneous work force

• Need to increase tolerance and understanding of differences in:– Age, gender, race, and physical traits

• Socioeconomic status influenced by:– Income, job, education

• Gap creates resentment and distrust

• Wage gap keeps getting bigger.

• Impacts physical and mental health.


Challenges of Human Relations

• Wide range of human skills is needed.

• People must manage three types of relationships:– Relationships with ourselves

– One-to-one relationships

– Group relationships


Figure 1.1 - Major Relationship Management Challenges


Manage Three Relationships

• Ourselves– Positive self image and self-confidence

• One-to-one– Client/customer focus

– Communication style

• Group– Cooperation among members


Total Person Insight

The rules for work are changing, and we’re all being judged, whether we know it or not, by a new yardstick—not just how smart we are and what technical skills we have, which employers see as givens, but increasingly by how well we handle ourselves and one another.

Daniel GolemanAuthor, Working with Emotional Intelligence


Human Relations Drawson Behavioral Sciences

• Psychology Individual

•

• Focus on “why” of human behavior

Sociology Group dynamic

Anthropology


Beyond Human Behavior….

• The field of human relations goes furtherthan “why”.

• Emphasis on applied:– Anticipation of problems

– Resolution

– Prevention


The “Total Person”

• Each person’s characteristics are part of a single system making up the whole person.

• Only “total person” can be employed.

• Traits are interdependent:– Physical fitness – Emotional control

– Self-awareness – Self-esteem

– Value orientation


The “Total Person”

• Organizations recognize that when a whole person is improved, significant benefits accrue to the firm.

• Organizations can separate:– Work and home

– Emotional and physical

• Many employee development programs are being established.


The Need for aSupportive Environment

• A positive and supportive environment can lead to:– Greater personal career satisfaction

– Greater employee commitment

– Increased organizational productivity and efficiency

• Requires full commitment and support of management.


Figure 1.2 - Major ForcesInfluencing Worker Behavior


Organizational Culture

• Collection of shared values, beliefs, rituals, stories, and myths that create a common identity and feelings of community among employees

• Every organization has a unique culture.

• Reflection of deeply held values and beliefs of top management


Supervisory-Management Influence

• Managers hold key position and influence employee behavior.

• Competence and leadership style establish image in eyes of employees.

• Perceptions influence factors such as:– Productivity

– Customer relations

– Safety

– Loyalty to the firm


Work Group Influence

• Research has identified three functions of group membership.

• It can:– Satisfy social needs

– Provide emotional support

– Lend assistance in solving problems and meeting goals


Job Influence

• Work has taken central stage in the lives of many.

• Can more than satisfy economic needs.

• Provides sense of meaning, community, and self-esteem.


Personal Characteristicsof the Worker

• All employees bring combination of:– Abilities and interests

– Aptitudes

– Values

– Expectations

• Behavior often reflects match between environment and individual’s characteristics.

• Creating ideal work environment to meet all needs is a challenge.

LECTURE NO 27 Introduction to Human Relations. Copyright © Houghton Mifflin Company. All rights...

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