EFFECT OF HUMAN RELATIONS ON THE PERFORMANCE OF AN ORGANIZATION
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EFFECT OF HUMAN RELATIONS ON THE PERFORMANCE OF AN ORGANIZATION
MEANINGS OF HUMAN RELATIONSHIPS
Human relations is a term used in organisations nowadays to refer to a systematic body of knowledge committed to describing human behaviour in relation to task performance. According to Onasanya (1990), human relations are the interactions between individuals and groups of people within a community, whether at work or at a social event.
He went on to say that good human ties between leaders and other employees will lead to an understanding, which will promote cooperation and, as a result, organisational productivity. The executive and subordinate staff must maintain positive relationships with people at all levels.
Human relations, according to Hicks and Byers (1972), are the integration of people into work situations in such a way that they are motivated to work together productively, cooperatively, and with economic, psychological, and social satisfaction.
They went on to state that age, gender, attractiveness, health, emotion, surroundings, education, religion, nationality, and culture all have an impact on a person’s behaviour and attitude. They also influence how others react to the individual, and frustration makes people disagreeable.
Human relations are defined by Amune (1988) as the interaction of people in a work group, productivity, and social fulfilment. He went on to describe human relations as the study of human problems originating from organisational and inter-personal relationships in business, particularly the employer-employee connection and the interaction of personal qualities, group membership, and productive efficiency.
According to Harding (1983), human relations are an existing component of workers encountering new people of various kinds; such meetings will widen their own horizons, and ideally other people will like meeting them.
According to Jones et al. (2005), the human relations movement endorses the premise that supervisors are behaviorally taught to manage subordinates in ways that elicit cooperation and increase productivity.
The overarching goal of human relations is to make organisational members feel relevant and vital members of the system. This procedure is seen as a technique of developing a cooperative and participatory workforce.
HUMAN RELATIONS DEVELOPMENT
The human relations movement emerged in the 1920s and 1930s as a result of the observation of the shortsightedness and inadequacies of the traditional approach to management, which excluded the human resource aspect (Andrew, 1988).
Human relations theorists led by Elton Mayo noticed that scientific management approaches were not always the most efficient or effective, as they failed to recognise that workers were also social beings with certain psychological requirements.
They felt that organisations must address the human part of work in addition to employing the most suitably planned procedures to attain productivity. In other words, even with the best technologies, organisational goals may not be met if workers’ needs are not acknowledged.
Interpersonal relationships, particularly feelings and attitudes within working groups, were deemed crucial. They hypothesised that people searched for social needs to be met at work. Furthermore, the strength and influence of groups, as well as individual members, was such that organisations could create systems and styles to try to meet people’s social requirements in their workgroup.
The human relations movement was founded on the integration of many disciplines, such as industrial psychology and sociology, applied anthropology and social psychology, and was concerned with the human problems confronted by management (Appleby, 1980).
Gullerman (1966) describes human relations as the way people or employees in an organisation think about and deal with one another. As a result of the development of human relations, it became clear that workers could no longer be viewed solely as a factor of production,
but as human beings with wants, desires, attitudes, and feelings, all of which occurred concurrently and contributed to the growth of the human relations movement.
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