Relevance of Human Relation to Managers
Introduction
What had come to be practiced until today was the human relations movement spearheaded by Elton Mayo. Attention was given to the individuals within the organizations and what they can contribute to the growth. Human relation movements as perceive today concern the establishment of positive human relationships. Human relationships is consists of individualism or groupism, participation and involvement and role relationships. Human activity considers doing, being or being-in-becoming and work, family and personal (Schein, 1992).
Human relations refer to the processes of maintaining effective and sustainable relationships which contribute to satisfactory productivity, motivation and morale. It concerns the prevention of and resolving problems involving individuals that arise out of or affect work situations. As such, human relations are critical in achieving optimal performance. It is a strategic process of managing people risks. While for the employees, these are psychological contracts which lead to superior economic performance. These are evidenced by working together principles and people’s capabilities which tend to put importance on employee relationships. The clear manifestations of human relations governance and the organizations is evident on the latter’s commitment for positive workplace practices.
Such a notion has direct implication on the role of managers specifically the HR manager(s). A manager’s role is increasingly becoming important in terms of taking the initiative and engaging subordinates toward the achievement of certain goals and toward higher levels of expectations and achievements vital to the organisation’s subsistence (Armstrong, 2006). For instance, managers who are skilled in basic human relations are successful as career counselors. Developing a caring attitude toward employees and their careers is most important. Being receptive to employee concerns and problems is another necessity.
Managers also served as an instrument for achieving corporate objectives and strategic plans through comprehensive, customised policies and procedures. In lieu with this, managers continuously contribute in shaping corporate culture while also encouraging a company-wide integration and cooperation (Armstrong, 1999). Managers facilitate functional flexibility, high-level participation processes and continuing open dialogue with the workforce through information sharing and defining expectations.
Aims and Objectives
The main aim of this study is to explore to what extent and in what specific ways do managers perceived and believed that human relations are relevant to their professional roles. Managers have direct interfaces both on the staff and customer levels hence there is a need to create effective, credible and sustainable relationships with both of them. In lieu with this, the study will address the following research objectives.
- Explore how human relations affect the role of the managers within the workforce context
- Determine what roles are created and what new roles emerge in lieu with the process of creating relations
Methodology
The research strategy that the study will utilize is the descriptive method. A descriptive research intends to present facts concerning the nature and status of a situation, as it exists at the time of the study. It is also concerned with relationships and practices that exist, beliefs and processes that are ongoing, effects that are being felt, or trends that are developing. In addition, such approach tries to describe present conditions, events or systems based on the impressions or reactions of the respondents of the research.
In this study, primary and secondary research will be both incorporated. The reason for this is to be able to provide adequate discussion for the readers that will help them understand more about the issue and the different variables that involve with it. The primary data for the study will be represented by the survey results that will be acquired from the respondents. On the other hand, the literature reviews to be presented in the second chapter of the study will represent the secondary data of the study. The secondary sources of data will come from published articles from contents of books, journals, theses and related studies and newspaper and magazines.
References
Armstrong, M. (1999). A Handbook of Human Resource Management Practice. London: Kogan Page Limited.
Schein, E. H. (1992). Organizational Culture and Leadership. San Francisco: Jossey-Bass.
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