The Fundamental Aspects of Human Relations

This subject- fundamental aspect of human relations - has been dissected and dealt with by many specialists in many ways. The attempt made here is to discuss some more concrete aspects of practicing human relations and the results thereof.

Perhaps the most important of these points concerns the fact that the successful practice of human relations requires the practitioner to know and understand the basic needs of people and to do everything in his power to arrange and construct the work environment so that employees can find the means and the opportunity to satisfy their physiological, sociological and psychological motives.

This does not imply, incidentally, that the practice of human relations is solely dependent upon motivations per se. On the contrary, it merely indicates that motivation is the core of influencing employee behavior. Practicing human relations successfully still requires the practitioner to know and understand the impact of the industry and the change upon people; the importance and influence of communication, counseling, participation, and the integrating and coordinating nature of leadership. Most important of all, it requires the practitioner to use his knowledge of these areas to design and modify a work environment that is conducive to need satisfaction.

Another important point upon which rests the successful practice of human relations is that of empathy. Studies by the score have indicated that what we think about the attitudes and needs of people is altogether too frequently in direct contrast with what people themselves actually say their thoughts and needs are. This is particularly true of the superior-subordinate relationship. Consequently, to think that you know what people want or need at any point in time is indeed a dangerous assumption. The only way to practice human relations effectively, therefore, is to know what the attitudes and motives of your people are. This means you must empathize, that is, put yourself in the shoes of your employees.

Another basic point upon which the practice of human relations rests concerns the fact that managers, in addition to knowing and understanding the motives of their subordinates, must be definitely sensitive to their own wants and needs. This means, in essence, that what we do to satisfy our own motive forces may be the type of behavior that thwarts the satisfaction of the needs of our subordinates. A final fundamental aspect of practicing human relations is concerned with the hierarchical nature of human needs, that is to say, motivating forces are structured according to their importance to the human being.