Humanising management of people in the private sector

PERSONNEL MANAGEMENT: The biggest task in any plant or institution, be it large or small, is not managing production, nor managing markets but managing people. No matter how few or how many employees, how automatic the operations are or computerised the business is, the key to efficient management lies in the management of people.

Analytical studies of industrial unrest and disputes over the years have manifestly shown that most problems were attributable to impersonal human resource relationships and also management indifferences.

The ideal manager in an establishment is supposed to be the type of entrepreneur who innovates and carries out the business operations, production and distribution which involve all employees and build up in them, creativity, innovating spirit and a partnership. Consequently staff morale being very high.

Management is not so much a matter of authority but of co-operation. Over the years two schools of thoughts have emerged in this field.

There is the hard fisted type of management, the Simon Legree School of Management and there is the "Soft Sell" School of Management that takes into account that you are not dealing with machines but people.

The former puts production and output above human considerations and tend to treat people like machines they operate on.

The latter looks upon people as human beings and encourages them from the stand point of their own best interests to produce what trade union leaders and those concerned with human resources development continuously complain about. It is that increasingly managements and corporate bodies are becoming impersonal in their management of their employees.

Handling people

Handling people is not complicated. It is just treating them as human beings, trying to put yourself in their place. Of course every job depends upon production costs. But production costs depend upon the degree of co-operation of the worker as well as his dedication, commitment and efficiency.

It has been found very often there is too much slipshod work that require re-doing because there is not enough pride in the work done and lack of commitment and enthusiasm.

In this process of humanising the management of people, you have to increase self-esteem to increase efficient production. Undermine self esteem, and it results in resentment even hatred and bitterness. Praise is as good as a monetary reward. You can approach men through their self interest or that of the companies.

The difference

You cannot respect a man that does not respect you and cannot be loyal to the man who is not loyal to you - even if the man is your master and you his servant. With all the will in the world you cannot give respect and loyalty where you do not get them. Basically it boils down to the important norm whether you have a leader or a driver in your relationship with your men.

The manner in which you lend your leadership will fashion the attitudes of the employees and consequently the output and productivity. It is well to give orders in the form of question to get co-operation. "Could you do this or you get this out before such a date". You will get a far better response "Do this job and get this production by the end of the week".

Expression, recognition and security

This makes them feel they are members of a team. Not a number on the time clock. Never tell a man how not to do a thing - that is negative - tell him how. In the relations with the employees a human approach must be adopted at all stages.

When you trust people they automatically develop confidence in you. It is necessary at all times to recognise the worth and dignity of employees. In this process high morale is created.

All human beings seek expression, recognition and security. It is oil in the human resources machinery which is an important as oil in the production machinery. Always look for something to compliment, even if you have to criticise them later.

Thus, you build your people, rather than tear them down. Sometimes, the larger the company, the lesser the co-operation between employees and management. The supervisor or line manager is often too busy with the paper work, and multitudinous duties which results in losing the close human touch with the subordinate.

It is accepted without dispute that the corporate objectives have to be achieved through people. Effective leadership with a human approach will maximise the productivity, quality, quantity timeliness and cost effectiveness of the services provided and the goods produced.

Higher productivity enables an organisation to earn more and maintain a competitive edge in a thoroughly competitive business environment. It will enable the organisation to provide the incentives that will continue to spur the employees to better performance.

It must be borne in mind that effective care of employees creates loyalty and trust and it is trust and confidence and not fear that creates self-discipline and self discipline is the basis of high morale and high morale is the springboard of operational efficiency.

(Rohitha Amarapala is an MBA graduate of University of Western Sydney, Australia. He is the Head of Human Resources of Galle Face Hotel Management Company and Ceylon Hotels Corporation.)
