Ed 238

Russiel C. Dagohoy
Reporter

Prof. Renante Camus Ed.D.D

Nature of human resource
 Human resources
   may be defined as the total knowledge, skills, creative abilities, talents and
aptitudes of an organization’s workforce, as well as the values, attitudes,
approaches and beliefs of the individuals involved in the affairs of the
organization. It is the sum total or aggregate of inherent abilities, acquired
knowledge and skills represented by the talents and aptitudes of the persons
employed in the organization.
  human resources are multi dimensional in nature. From the national point
of view, human resources may be defined as the knowledge, skills, creative
abilities, talents and aptitudes obtained in the population; whereas from the
view point of the individual enterprise, they represent the total of the
inherent abilities, acquired knowledge and skills as exemplified in the
talents and aptitudes of its employees.
 HUMAN NEEDS
According to psychologist Abraham Maslow, human beings'
physiological needs for food, water, clothing, shelter, and
sleep must be satisfied in order for them to address more
complex needs like mental and physical health, relationships,
sobriety, long-term housing, and employment.
Maslow's hierarchy of needs is used to study how humans
intrinsically partake in behavioral motivation. Maslow used
the terms "physiological," "safety," "belonging and
love," "social needs" or "esteem," and "self-
actualization" to describe the pattern through which
human motivations generally move.

In addition to basic needs, humans also have needs of a social or societal

nature such as the human need to socialise or belong to a family unit or
group. Needs can be objective and physical, such as the need for food, or
psychical and subjective, such as the need for self-esteem .
HUMAN RELATION
Humans?..
 Species: Homo
sapiens Latin: "wise
human" or
"knowing human"
 As humans,
you……….
 Are bipedal primates – erect body
 Are social by nature
 Have a highly developed brain
 Are adept at communication
 Establish society with - traditions, rituals,
values and laws
 Appreciate beauty and
 aesthetics Desire self-expression
 Can build fires, cook their food, clothe
themselves and develop numerous other
technologies.
 Pass down your skills and knowledge to
the next generations through education,

and most of all…………………

Each one of you is a unique…

SELF
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Right again?
SELF
 Self - The essential qualities that make
a person distinct from all others.
 Your conduct and discourse reveals
yourself to another person
 The particular characteristics of your
‘self’ determines your identity
Defining ‘SELF’….
 The bundle theory of self- Man is a
bundle/ collection of different
perceptions which succeed one another
with an inconceivable rapidity and are
in perpetual flux and movement

- Hume
Self awareness = Knowing yourself
 That you exist as an individual, separate from others…

 That other people are similarly self-aware.

 Recognition of your personality, strengths and weaknesses,

likes and dislikes.

 Help recognize when you are under stress/ pressure.

 A prerequisite for effective communication and IPR

 Developing empathy for others.

 Helps build your self esteem and confidence.

Self Awareness makes you
know…
 Your wishes and desires
 Your strengths & weaknesses

 What motivates you and

makes you happy
 What you want to change
about yourself / your life
 Your achievements so
far
 How you relate to others and,
 Whether it is socially acceptable or beneficial to you
 Why is self awareness
important? RR..ROAR!!

 Build your self esteem and confidence

 To live your values and realize your dreams

 Make priorities based on what is important to you

 To change your way of living

 To choose a suitable career which will satisfy

you..

 To give more of yourself to others

 Benefit you and others in relationships

“Knowing others is wisdom,
knowing yourself is
Enlightenment.”
- Tao Tzu
Human Relations
 A connection between two or more people, groups of people,
organizations and countries.
 Being together with other people and interacting with them
 Important - Love, understanding, communication, trust, care,
politeness and good behaviour
 Loving and close relationships- Families
 Friendly relationship - friendship
 Polite and friendly relationship –
 colleagues
Professional relationship - at work between colleagues, between
 caregiver and client
Diplomatic relationships - between organizations and countries.
Good behavior forms the basis for every relation

Human Relations affects our social and professional life

Many ‘different people’
together build a…….
Human Relations Theories
 Henry Taylor – “Workers are economically
motivated automatons”
 Hawthorne researchers and Elton Mayo
identified the importance of ‘the human
factor’ in organizations.
 Uses ‘humanization’ as a technique
 Workers have social needs/ interests
 Need to acknowledge and meet their
needs
 2 Factor Hygiene and Motivation
Theory - Frederick Herzberg
 Hygiene Theory - includes the work and organizational environment -
 The organization - Its policies and its administration
 Supervision on the job
 Working conditions – IPR, salary, status, Job
security .
 Motivation - Develop intrinsic motivation with the workforce. The
motivators are -
 Achievement
 Recognition
 Growth / advancement
 Interest in the job

 Both these approaches must go hand in hand, to prevent dissatisfaction.

 Workers should get achievement, recognition, interest, and
 responsibility Provide help, so they can grow and advance in their work.
Theory X and Theory Y
- Douglas McGregor
 Theory X Assumptions – The average human being
-
 Has an inherent dislike of work and will avoid it if he can.
 Prefers to be directed, dislikes responsibility, is

unambiguous, and desires security above everything.

 Hence, needs to be controlled/ threatened to work

hard
Right?
Wrong - because man needs more than
financial rewards at work, he also needs some
deeper higher order motivation - the
opportunity to fulfill himself..
 Theory Y Assumptions
 Expenditure of physical/ mental effort in work is as natural as
play or rest.
 Control and punishment are not the only ways to make people

work
 A committed man will direct himself to the aims of the

organization.
 A satisfying job results in commitment to the

 organization.

The average man learns, not only to accept, but to seek

 responsibility.
Employees could solve work problems by imagination,
 creativity, and ingenuity
In modern industrial life, the intellectual potentialities of the
average man are only partially utilized.
Staff will contribute more to the organization if they are treated as
responsible and valued employees.
“Sir, I have a
suggestion”
“Yes”?
Stages of forming human
relations
Exploration phase
• Seek clues and information - form opinions and impressions about each other.
• Learn about oneself and the people you work with

Consolidation phase
• First impressions can be deceptive due to misleading information.
• Repeated behaviour patterns help in gauging levels of frankness, openness,
truthfulness, reliability, credibility and integrity of a person.
• Keep records on the behaviour to help understand them.

Preservation phase
 Stage of mutual understanding based on trust and acceptance of each
other's good and bad points, weaknesses and strengths.
For productive Human
Relations
The 21 Greatest Ideas In
Human Relationships
- By Bill McGinnis

1. "LOVE YOUR NEIGHBOR AS YOURSELF“ God's

most important commandment for all mankind.
This is the starting point
Q. And who is our neighbor?
E. Every other person is our neighbor.
But sometimes, no matter how hard we try, we still
don't like the other person very much
Q. What can we do in cases like this ?
21 Greatest Ideas………….

2. FORGIVE THE OTHER PERSON - Neutralize anger/ resentment

by making a direct conscious decision to forgive the other
person

3. TREAT THE OTHER PERSON THE WAY YOU WOULD LIKE

TO BE TREATED.
- The "The Golden Rule"
Apply this rule to almost any situation, and you will not be far
wrong. The Golden Rule puts The Law Of Love into action.

The remaining eighteen ideas are specific applications of The

Golden Rule to different kinds of situations.
4. SMILE AND BE FRIENDLY .

5. BE COURTEOUS

6.BE TRUTHFUL, WITHOUT GIVING

OFFENSE.
7. REMEMBER THE OTHER PERSON'S NAME, AND USE
IT FREQUENTLY.

8. DON'T ARGUE

9. FIND AREAS OF AGREEMENT – Relationships are

much better this way
10. DON'T CRITICIZE - Criticism is poison to good
human relationships.
It builds hostility and bad attitudes.

11. SHOW HONEST APPRECIATION.

12. TRY TO SEE THE OTHER PERSON'S POINT OF

VIEW
13. GIVE YOUR FULL ATTENTION TO THE OTHER
PERSON WHEN HE IS TALKING

14. TALK ABOUT THE OTHER PERSON'S INTERESTS.

15.ADMIT YOU MAY BE WRONG - This idea is

surprisingly powerful and useful!!
16. LET THE OTHER PERSON DO MOST OF THE
TALKING

17. LET THE OTHER PERSON TALK ABOUT HIMSELF.

18. LET THE OTHER PERSON TAKE SOME CREDIT.

19. LET THE OTHER PERSON SAVE
FACE (maintain dignity)
20.HOLD THE OTHER PERSON, AND YOURSELF, TO
HIGH AND NOBLE STANDARDS.

People tend to live up to the expectations others

have of them – whether more or less.

21.GO THE EXTRA MILE – do something more than

the other person expects of you
For effective Human Relations
With good Human Relations,
the sky is the limit
1.Autocratic

2. Custodial

3. Supportive

4. Collegial

5. System
 5 MODELS OF ORGANIZATIONAL BEHAVIOR

Autocratic Custodial Supportive Collegial System

Trust,
Basis of Power Economic Leadership Partnership
community,
model resources
meaning
Managerial Authority Money Support Teamwork Caring,
orientation compassion
Psychological
Employee Obedience Security and Job Responsible
ownership
orientation benefits performance behavior
Employee Dependence
Dependence Participation Self- Self-
psychological on
on boss discipline motivation
result organization
Employee Subsistence Security Status and Self- Wide range
needs met recognition actualization
Passion and
Performance Minimum Passive Awakened Moderate commitment to
result cooperation drives enthusiasm organizational
goals
Useful:
Acceptable approach to guide
managerial behavior when there were no
well-known alternatives.

Useful under some extreme conditions

such as organizational crises.
The basis of this model is
economic resources with a
managerial orientation of money.
The employees in
turn are oriented
towards
and benefitssecurity
and
dependence on the
organization.
http://www.nwlink.com/~donclark/leader/leadob.html
The employee need that is
met is security.
Employee feel with
reasonable contentment.
Most employees are not
producing anywhere near
their capacities.
The performance result
is passive cooperation.
http://w
ww.nwli
nk.com/
~doncla
rk/leade
r/leadob
.htm
The basis of
this model is
leadership with
a managerial
orientation
of support.

The employees in turn are oriented

towards job performance and
participation.
http://www.nwlink.com/~donclark/leader/leadob.html
Psychological result is a feeling of
participation and task involvement
in the organization.
Employees may say “w e” instead of
“they”
Employees are strongly motivated
because their status and recognition
needs are better met, thus they
awakened drive for work. have
http://www.nwlink.com/~donclark/leader/leadob.html
 The basis of this model is
partnership with a managerial
orientation of teamwork.
The result is that the employees
feel needed and useful.

http://www.nwlink.com/~donclark/leader/leadob.html
 The employees in turn
are oriented towards
responsible behavior
and self-discipline.

The employee need

that is met is
actualization. self-

http://www.nwlink.com/~donclark/leader/leadob.html
 Employees normally feel
some degree of fulfillment,
worthwhile contribution, and
self-actualization.

This self-actualization will

lead to moderate enthusiasm
in performance.

http://www.nwlink.com/~donclark/leader/leadob.html
 Employees want a work context that
is ethical, infused with integrity and
provide
trust anandopportunity to experience a
growing sense of community among co-

workers.
 There is spirituality at work - the desire for
employees to know their deepest selves
better, to grow personally, to make a
meaningful contribution to society, and to
demonstrate integrity in every action taken.
 Managers must increasingly demonstrate
a
sense of caring compassion, being
sensitive and to theneeds of the
workforce. diverse

 This reflects the values underlying

model
positive organizational behavior, where
managers focus their on helping
employees attention develop of hope,
optimism, self-confidence,
feelings empathy,
trustworthiness, esteem, courage, and
resiliency.
 Managers at all levels needs to display
two key ingredients:

1. Authenticity – the demonstrated ability

to open themselves up to others by
being transparent, while “walking the
talk” of the underlying values.

2. Social intelligence.
Five Dimensions of Social Intelligence
1. Empathy– appreciation for and
connectedness with others.
2. Presence – projecting self-worth in
bearing. one’s
3. Situation radar – ability to read social
situations
al and respond appropriately.
4. Clarity – using language effectively to explain
and persuade.
5. Authenticity- being “real” and
transparent, while projecting honesty.
Karl Albrecht
 Managers try to convey to each workers,

“You are an important part of our

whole system. We sincerely care
about each of you. We want to join
together to achieve a better product
or service, local community, and
society at large. We will make every
effort to make products that are
environmentally friendly”.
• Support employee commitment to
short- and long-term goals.
• Coach individuals and groups
in appropriate skills and behaviors.
• Model and foster self-esteem.
• Show genuine concern and empathy
for people.
• Offer timely and acceptable feedback.
 System Model of OB (continue)
• Influence people to learn
continuously and share that learning with
others.
• Help individuals and confront
identifyin ethical ways.
issues
• Stimulate insights through
interviews, questions, and suggestions.
• Encourage people to feel
comfortable with change and uncertainty.
• Build cohesive, productive work teams
Models of Organizational Behavior

 Employees embrace th e
goal of organizational
effectiveness and
recognize the f
mutuality o company-
employee obligation.
 It creates a sense o f
psychological ownershi p
for the organization and it s
product services.
Models of Organizational Behavior

 Employees go beyond the self-

discipline and reach a state of
self-motivation.
 The highest-order needs
(e.g. social,
esteem, autonomy,status, and
self-actualization) are met.
 Engender employees’
passionand commitment
to organizational goals.
Thank you..
and
God bless…….