86662981 industrial psychology

7/29/2019 86662981 Industrial Psychology

1/75

NATURE. SCOPE AND BRANCHES OF PSYCHOLOGY

DEFINITION

The Word psychology is derived from Greek Words, psyche (soul) and logos

(science) Thus literally it means the science of the soul But to be a science, it must be able to

demonstrate the phenomenon on which observation and experimental methods can be applied.

But soul or mind or even consciousness can never be demonstrated nor even be

observed. Thus the definition of psychology as science of soul or Mind or consciousness

had to be changed as the science of behaviour How, as science of behaviour, psychology

deals with responses to any and every kind of situation that life presents. Human psychology is

concerned chiefly with such activities as per receiving imagining, feeling, thinking

remembering, and acting. Psychology attempts to collects, organize describe and to some

degree explain and interpret the facts of experience and behaviour. owing to the obvious fact

that the environment is always changing and the human organism is always changing, and

absolute science of human behaviour is a impossibility. There are however, no absolute

sciences; even physics, Chemistry and Mathematics are far from being exact. Science is

relative Since Psychology is far from being an exact science, this is even more true of it. It is

an emerging science.

The ultimate aim of the psychologist is to make predictions about behaviour.

Predictions help in controlling and developing behaviour.

METHODS :

Having agreed on aims of psychology, the psychologists must decide upon the ways of

collecting date for prediction. The methods generally applied for the purpose are :

1. Methods of Observation: (i) It may be Introspection or Subjective Method when

observation is made by looking inward upon ones own mind. The method has the merit of

giving us firsthand information and knowledge of what goes on in our mind it has the

disadvantage of not knowing what is true of other minds.

1


2/75

(ii) Extrospection : Observation may be made objective by looking out wards upon the

external expressions of mind of other people / animals. This method helps in inferring the

mental processes of other people / animals from observation of their outward looks, gesture.

2. Experimental Method : The experimental method of psychology teaches us to define,

the real problem, relate it to known principles vary certain aspects in the conditions while

holding others constant, make hypotheses, collect and analyze data, and verify other

hypotheses. The experimental method requires the we conduct experiments in ways that allow

for repetitions and for control. It requires that we under stand the variables involved.

LIMITATIONS

In the Laboratory it is relatively easy to design experiments so that they can be repeated.

Some experiments can also be designed in industries easily and can be repeated. However, may

industrial problems are so complex that repetition under exactly similar conditions often is not

possible. This, of course does not mean that experimental methods should not be applied to the

industrial problems. It does mean that Industrial psychologists have to be aware of the

limitations.

However, we may say that psychology is concerned with mind as well as its expression

in behaviour. It must combine all methods, together to get a fuller picture of the behaviour

under study so that effective prediction, as far, as possible may be made. It must, there fore,

combine introspection with objective observations and be supported by experimental method

where ever possible.

BRANCHES OF PSYCHOLOGY

Psychology has many branches now. Some major areas are :-

1. General Psychology : Mainly deals with development of mental concept of human

beings with emphasis of the changes that take place during different periods in the life span.

2. Physiological Psychology : Mainly deals with the relation between mind and

body chemicals and their effects on human behaviour.

3. Abnormal / Clinical Psychology : Mainly concerned with the individual, and

primarily in helping him become more adequately adjusted to his environment.

2


3/75

4. Animal Psychology : Studies the behaviour of lower animals which contributes to

knowledge of human beings.

5. Child Psychology of Development Psychology : It studies the gradual development

processes of the child from very conception.

6. Educational Psychology : It is primarly concerned with the factor leading ot effective

acquisition of knowledge on the part of the learner and effective teaching on the part of the

teachers.

7. Social Psychology : The main concern is the study of group behaviour. Behaviour of

man in society, It applies the methods and techniques of psychology to the measurement and

the prediction of social phenomena, such as attitude formation, prejudice and group behaviour.

8. Industrial Psychology : The branch of applied psychology which concerns itself with

the application of psychological methods and results of problems arising in the industrial or

economic field, inclusive of the selection and training of workers, methods and conditions of

work etc. A dictionary of psychology James Driver. Industrial psychology is a branch of

psychology. Psychology is the science of human mind and deals with human behaviour in

work environment.

According to Harrell Industrial psychology is the scientific study of people at work, It

includes certain principles of understanding people and the application of certain techniques of

dealing with people

It can be regarded as and aid to human resources management, because its object is to

make the work interesting and inspiring so that every worker puts forth his best. It is connected

with changing the attitude of the worker in such a manner that he may find leisure in his

work It seeks to give the worker the greatest amount ease, both physical and mental at his job.

The worker feels tired and becomes less efficient not only on account of overwork, but

also because of mental uneasiness reflected through irritability, annoyance anxiety fear,

resentment etc. Remove these, increase interest, improve general metal atmosphere, and

complaints of overstrain will mostly vanish says Myers.

3


4/75

Nature and scope : When a manager organizes human relationships in an industrial under

taking, he has to take into account not only the physical needs of the workers but also their

psychological requirements. This is necessary because every human being has not only a body,

but also a mind. The mind of the worker functions through impulses, emotions and passions all

of which combine together to influence his attitude and behaviour.

In the ultimate analysis, it is the attitude of the worker toward his work and his

employer which determines the results of his efforts. If a worker does not feel happy at his job

either because he has no taste for it or because it is so repetitive that it is tedious, he is likely to

adopt on indifferent attitude toward his work.

Similarly, if the worker is not satisfied with the treatment meted out by his employer he

will develop grievances against the employer and will not be able to do his best for. The

concern. Every human being his certain instincts, which are the essential springs of all

thought and action These instincts require satisfaction.

If they are not satisfied, the individual concerned is bound to feel dissatisfied and even

frust rated with his job and environment. The behaviour of an individual is governed and

controlled by such powerful instincts as fear, anger, love hatre, pride and curiosity, whether in

industry or in the social life at large.

If a worker cam clan credit for creating something prefect, if gives his a feeling of pride

which inspires him to work with greater enthusiasm. On the other hand, if the credit gores to

some body else, his instinct for pride and self-display may be hurt and he may cease to work

with enthusiasm.

Assumptions of Industrial Psychology :

The are two fundamental assumptions, under laying industrial psychology.

1. Individuals differ from each other in degree through not in kind.

4


5/75

2. Human behaviour is caused and does not occur automatically be itself. Let us examine

the implication of these assumptions and their relevance to industrial psychology here:

Individual differences : The most fundamental assumption on which industrial psychology is

based is the existence of differences among individuals. Research has established clearly the

fact that individuals differ in personal characteristics and these differences create difference in

work performance and behaviour of individuals in industry.

Even when several people are working on identical machines, it will usually be found

that there are differences in their productivity.

Individuals differ in physical build, in appearance, intelligence, in aptitudes, in

personality, in interests, in motivation, in physical skills, and other traits. They differ also in

their training, education, and acquired knowledge and job skills.

Cause of Human behaviour : The second fundamental assumption that industrial

psychology makes is that human behaviour is caused by needs. A need first appears as a want

in the sense that an individual feels the lack of some thins that causes him to be dissatisfies and

restless, it then becomes his need and he seeks to fulfill it through certain actions andresponses, which constitute his behaviour.

Behavior is directed toward the fulfillment of satisfaction of certain needs, which

become predominant in man at anytime, to take a very elementary sample, an individual, has a

want when he feels hungry. He decides that the needs food to satisfy this want.

Then he makes those responses by which be can procure food. In other words he

behaves in a way that he can get food and satisfy his need and his want.

Once the need for food is satisfied for the time being. Some other need (say, the urge to

meet fried and share time with him) may become dominant and the individual then engages in

behavior that will satisfy this urge.

5


6/75

The well-known psychologist Maslow gives the following classification of the

psychological needs of man.

1. Physiological needs (breathing, sleeping, reproduction etc).

2. Security needs (against pain, accident, uncertainty etc)3. Security needs (need for association with others).

4. Ego (for respect, reputation, prestige etc).

5. Self-realization (need to realize ones potentialities to the fullest extent possible).

These categories of need are arranged in a hierarchy with the second categories arising

after the first has been met to a considerable extent and third assessing after the second has

been satisfied reasonably well and so on.

Application in Industrial Management : Industrial Psychology is a useful aid to the

efficient management of the human factor in industry. Over the years, the psychologist has

made a place for himself in industrial organizations. The findings and, techniques of Industrial

Psychology have been applied with benefit to the following areas of industrial management :

1. Selection and Placement: One of the most important factors in industrial efficiency is

the selection of the right men for the right jobs. This calls for a systematic analysis of the job

requirements to determine the criteria for successful job performance. On the basis of these

criteria, predictors of job success are determined. The available candidates for a job are then

evaluated in terms of these predictors and their individual differences in trials like intelligence,

aptitude, dexterity, skills, abilities, interests and personality characteristics are measured. For

this purpose, industrial psychology offers a whole array of tests. By the use of psychological

tests and systematic planned depth interviews, the best incumbent for the given job is chosen.

Industrial Psychology has helped to make selection more systematic and scientific and less

open to hit and miss methods, thus saving industrial organizations from frequent changes in the

work-force and ensuring maximum efficiency and job satisfaction to individual employees.

2. Vocational Guidance (Counseling) : The aim of Industrial Psychology is to help in the

perfect adjustment of men to jobs so that they can attain the highest levels of productivity and

6


7/75

derive pleasure and satisfaction from their jobs. Such adjustment can be attained through the

use of the scientific methods of selection arid placement by industrial firms and also by the

choice of prosper vacations by men. This necessitates a systematic analysis of personal traits of

an individual and matching, it with the requirements of different jobs to which he will be best

suited. Vocational guidance may be arranged by the Employment Exchanges or CounselingBureaus manned by specialists. Counseling in an industrial firm may be required for workers

who have problems with their work, fellow-workers or supervisors. The attempt, in such cases,

is to find out causes of the maladjustment of an employee and the remedy that can be used to

make him well-adjusted.

3. Training of Development : Much of the human effort in an industrial

undertaking may go waste if the workers are not proficient in the proper methods of work. A

worker can acquire proficiency on a job by undergoing systematic training. Since training

involves learning on the part of the worker, industrial psychologists have been trying to

develop and apply principles of effective learning to industrial training. Not merely this,

psychologists have also developed new methods of training for the workers (like teaching

machines, programmed learning, vestibule training, etc).

4. Employee Motivation : The psychologist proceeds on the assumption that human

behavior is caused and does not occur automatically. The causes of work behviour (human

behaviour at work) are the needs of motives that drive or impel an individual, to behave in a

way that increases his productivity. Industry psychology probes into human behaviour at work

to determine the conditions in which a worker feels motivated and works willingly and

wholeheartedly to maximize productivity. Industrial psychology has contributed significantly

to the productivity movement in industry by identifying and the management to motivate

employees can use highlighting the financial and non financial incentives. It has also brought

into focus the role of supervision and leadership in motivating workpeople. In this, he has

derived considerable assistance from the sociologists and anthropologists. Since Industrial

Psychology seeks to sustain the motivation of the work people so as to ensure higher

productivity, it has been concerned about problems of fatigue, boredom and monotony also and

has made useful contributions toward the fixation of work periods and rest pauses.

7


8/75

5. Employee Attitude and Morale :Industrial Psychologists have been trying to examine

the relationship between the attitudes of the employees and their performance. They have also

gone into the process of attitude change from the point of view of raising levels of individual

group productivity. An outstanding contribution of Industrial Psychology to better

management of the human factor in industry is the analysis of morale and job satisfaction theover all attitude of satisfaction or otherwise with the job and work environment on the part of a

work group. Psychology provides useful aid to management through the identification of the

dimensions or the factors of morale and through the development of the techniques to measure

employee attitudes and morale.

6. Job Evaluation and Merit rating : To the industrial psychologist also goes the credit

of developing suitable scientific bases of basic wage-rate fixation and employee performance

appraisal. Job evaluation methods developed by industrial psychologists aim at determining the

relative worth or value of the different categories of jobs so that a rational wage structure can

be built up. Merit rating techniques are designed to achieve a systematic appraisal of the worth

of each employee in terms of his ability and performance for the purposes of promotions,

transfers, counseling etc.

7. Human Engineering (Ergonomics) : An important aspect of industrial psychology is

human engineering (also called ergonomics). Whereas mainly the engineers seeking to increase

productivity by improving upon the equipment design have guided traditionally industrial

management, human engineering focuses attention on the man-machine relationship, work

environment, work-place layout with the object of giving the worker the greatest amount of

ease at his job. Thus, traditional industrial management treated the job and the equipment and

environment as given and required man to adjust to these, human engineering has brought out

the possibility of improving the work performance of men in industry by designing jobs and

equipment and changing work environment to suit the operator. In developing human

engineering, Industrial psychology has humanised industrial management and opened the way

to a much fuller utilization of the human factor in industry.

8. Accident Prevention : According to the findings of a psychologist, 98 per cent of the

accidents in industry involving injury to workers or resulting in deaths are preventable. He also

8


9/75

found that only about 10 percent of the industrial accidents are due to distinctly physical

factors such as faulty equipment or bad building conditions. This shows how important

psychological or personal factors are in any program of accident prevention. Industrial

Psychologists have made a significant contribution to the development of safety programme

and the preservation of the valuable human factor in industry by analyzing the factors thatmake certain individuals more accident prone than others. They have also been able to suggest

positive ways and means for reducing accident proneness.

9. Human Relations : For a long time managers and industrial psychologists both

regarded an individual employee as the unit of motivation and work performances it was

believed that if the individual employee was taken care of problems of motivation and

productivity would be automatically settled. This assumed that workers are individuals each

pursuing his own interests and the workforce in an individual organization could therefore be

compared with a rabble (dump of loose materials).

INDUSTRIAL PSYCHOLOGY

ROLE OF PSYCHOLOGY IN MODERN INDUSTRIES

Psychology is the science of behaviour. It deals with the study of human behaviour.

Human behaviour is of vital importance in every industrial activity, in the production and

consumption of goods as well as in the rendering of services. Industrial psychology is

interested not only in the man at work in factory, but in the salesman on the road and the girl at

the desk in the office. It is the study of people producing goods, or directing the activities of

the large corporation.

The reasons for studying human behaviour in industry arises from the fact that more

leaders of modern industry are coming from the rank of university graduates. Leadership is

business in becoming more demanding and the person without a liberal education is

handicapped in getting the kind of position from which he can move upward in any business

organization. The study of human side of management of supervision, is the province of

industrial psychology.

9


10/75


11/75

cultural difference at the expenses of another such as mental ability is to court mediocrity and

high turnover.

Since the psychologist or the employment specialist deals with intangible human traits

such as intellectual capacity or emotional stability, etc. that do not permit direct, sensiblemeasurement he faces a difficult situation when he attempts to determine how much of what

trait an applicant possesses. However, by comparing the individuals performance to he

average performance of a specific group on certain will defined tasks, he can derive a set of

numerical term that imply below average average and above average performance on

these tasks and terms of this group. When the tasks and the group are relevant to some aspect

of the job situation, the derived information is quite meaningful.

TRAINING :

Teaching or training men for jobs is another purely psychological problem and one that

requires a fundamental knowledge of subject of learning. From laboratory work the

psychologist has found out how people learn and how they can be trained more economically.

The question of utilization of human resources in industries leads inevitably to think of

training. Individuals need to be taught to perform in specific ways in order to accomplish

certain aims. The aims must be specified and the behaviour of individuals must be shaped and

modified so that they can perform the tasks required as members an organization shaping

and modifying are the key works and they define the meaning of training and indeed of all

education. This is what training and this is what training institutes and education systems do.

They begin with individuals who behave is in ways which are defined as thew end products of

the training programme. Improving a mans adoption to his work increases both his efficiency

and his satisfaction with the job.

HUMAN RELATIONS :

11


12/75


13/75

design. He assists the office of the public relations in its interactions with consumers and with

the community in which the company operates. The industrial psychologist may draw up a

plan for the executive development of newly recruits on one hand and discuss the problem of

aging employees the other. From personnel selection to training from supervision to job

evaluation, from career planning to labour relations, the industrial psychologist moves in awide and every varying scene.


INDIVIDUAL DIFFERENCES AND THEIR SIGNINFICANCE IN INDUSTRY

Individual differences was the first problem to be studies in industrial psychology and

has been studied more than any other psychological problem in industry. Psychologists have

long been interested in determining the ultimate cause of individual differences among people.

Usually the psychologist divided the major causes into two general categories of heredity and

environment. These upholding one point of view have often minimized or even completely

ignored the possible influence of the other factor.

The advocates for the doctrine of heredity in the matter of individual differences

maintain that the capacities, the inclinations, and the accomplishment of and individual are

determined primarily by his inheritance. It has no relation with training, economic advantage

etc. but depends totally upon natural gifts present in the family, and passing from generation

to generation.

The other group the advocates of environment in matters of individual differences opine

that there is no real evidence of inheritance of human traits. It is the surroundings and training

the environmental conditions of life that make the man Dr. Watson an ardent behaviourist

writes Give me an dozen healthy infant, well formed, and my own specified world to bring

them up in and I will guarantee to take and one of them at random and train him to become any

type of specialist I might select doctor, lawyer, artist, merchant, chief and yes even beggar man

and thief, regardless of his talents, tendencies, abilities, vocations and race of his ancestors It

has also been found through various experimental studies that the environmental plays and

important role in determining the mental level and behaviour of the individual.

13


14/75

However it seems probable that both factors are usually operative but their relative

importance differs markedly in the determination of different personal characteristics. The

variability of human race results from the interaction of heredity and environment Neither

nature nor nurture alone can explain the wide rangs of differences in mental traits socharacteristic of the rece, but heredity appears to be the determining factor in accounting for

individual differences.

The people differ from one another is especially apparent from their physical

appearance. That differences are likewise present in the abilities of man is also a commonly

recognized fact. The principle of individual differences simply states that each person has own

unique characteristics that enable him to do some jobs and prevent him from doing others. For

clarification the differences have been grouped into five arbitrary and not necessarily exclusive

classifications :

i) Physical Differences : Obviously, people differ in such physical characteristics

as height, weight, sex, age and outward appearance. Other important physical

differences that are not so obvious include heart functioning, blood pressure, visual

acuity and reaction time.

ii) Mental Differences : People different in mental capacity in individual ability to

learn specific skills such as typing, piano playing, in problem solving ability, and such

other cognitive processes as memory and discrimination.

iii) Cultural Differences : People different in environmental experiences that lead

to the acquision of specific attributes based on the cultural or social group in which they

have matured. Such differences include education, work experience, social and family

customs, religion and athnic traits.

iv) Ethical differences : Families differ in their behavioural norms, values,

and ethical standards and in their convictions about what does and does not constitute

good conduct.

14


15/75

v) Personality Differences : People differ in personality that is social behaviour,

temperament, and emotional reactions to event in their environment.

The principle of individual differences implies, therefore, the effective selectionrequires the assessment of the whole man relation to the total job situation. To ignore one

category of individual differences such as mental ability is to invite future problems in the

form of inefficiency, maladjustment, absenteeism and low job satisfaction. To overemphasize

one category, such as the cultural differences at the expense of another such as mental ability is

to court mediocrity and high turnover.

The crux of the selection programme therefore depends, in the first palace upon

knowing what kind of human characteristics are required for successful performance on each

of the various jobs; and it depends, in the second place, upon being able to identify or measure

such characteristics at the time of employment.

The measurement of ability has been done mainly by I.Q tests which are composed of

several separate mental factors, such as :

i) Verbal factor measured by vocabulary.

ii) Numerical factor, measured by spead and accuracy in addition, subtraction,

multiplication and division.

iii) Perceptual factor measured by abi8lity to discriminate small differences in visual

designs.

iv) Reasoning factor, measured by figuring out relationships.

v) Spatial factor, measured by the ability to imagine the way objects are arranged in

space.

vi) The special aptitudes tests such as Mechanical aptitude tests clerical aptitude

tests, of manual dexterity and finger dexterity are uses in industrial selection processes.

15


16/75


17/75

INDUSTRIAL PSYCHOLOGY ATTITUDE

Attitude has been described as learned readiness to react in a certain manner which

normally involves in part of symbolic act. That is to say a certain object or situation will

provide the individual with a framework within which he can react. In other words, an attitudeis a way a person tends to feel, see, or interpret a particular situation. An attitude is intangible,

it is determined by another from the way a person acts or responds to situation.

An attitude is neither (i) motive, nor (ii) r5esponse. Attitude refers to probable direction,

not the behaviour itself. Attitude is not a drive or force, as a motive is but simply state of

readiness to respond.

Attitude is not simply getting along with people. It is much more. It is an outward

manifestation of wanting to be helpful and useful to the enterprise and to other employees. It is

reflecting a wholesome feeling from inside. It stems from both the personality and mental

outlook. Giving not getting usually characteristics a good attitude. An individual can have a

good attitude and still differ with superiors on policies and decisions, but outward actions and

speeches of the individual show respect for the decisions made and co-operation in carrying

them out.

The kind of a person and the quality of this life, both at work and away from work, is

strongly influenced by his attitude. The atmosphere is which on lives is determined more by his

attitude than anything else. One person may always be looking to the past, ignoring the present

and future. Another is viewing everything in the present and future; nothing is looked upon in

the perspective of the past. One has fairly fixed ideas about certain types of employees and

another considers each of then on individual merit. One individual will look upon mistake as

total and permanent losses, while another view them as opportunities from which a great deal

can be learned.

Two major types of attitudes :

17


18/75

Attitude are generally classified as (i) positive or (ii) negative. A positive attitude is

directed toward a given object, that is, a person, policy, group, event or institution, whereas a

negative attitude is directed away from a given object.

Frequently, positive attitude are classed as Construction attitudes Positive attitudesare characterized by the reaction of YES it can be done. This is the direction to take and

Let us advance along these approaches In contrast, negative attitudes have been termed

Destructive attitudes Because, they emphasize possible hurdles or stress the view point that

the objective cannot be attained. Expressions typifying this attitude are This is a poor labour

contract and will no doubt give us plenty of trouble and Right now our organization structure

is strong, but I fear our positions next year at this same month.

Most objectives are accomplished far more effectively when positive attitude prevail

than when negative attitudes are dominant. Managers should therefore strive to have positive

attitudes and develop positive attitudes in their sub-ordinates. This is essential in maximizing

managerial actuating works. Optimism is matter of attitude. Managers must first think they can

before they can. Success and victory thrive under the influence of positive attitudes. The

attitudes. The world belongs to those who have positive attitudes, energy knowledge, and

adventuresomeness.

Formation and development of attitudes :

Attitudes are learned or acquired during daily life experience. People are not born with

attitudes. From infancy on, a person acquires traditions, beliefs, opinions and knowledge, all of

which helps to formulate his attitudes. Attitudes are acquired in one or a combination of three

ways.

a. First in past experience which is used to assist in evaluating and subsequently

either accepting or rejecting the new situation into ones system of though.

b. Second, acceptance of the attitude of the group of which a person is a member.

Group codes and unwritten agreements not only guide and shape the group but give support to

18


19/75


20/75

and quality of work he does. The motives aroused with an employee by his children what he

wants for the, his plans for their future, his interests in their activities frequently means that he

will have a favourable attitude towards his job because he seems that through his employment

the means for providing his children are achieved.

Government is another important consideration in the determination of attitudes. Some

view observance of the law as a necessary social control for the greatest overall good; others

have the attitudes that most laws are probably necessary but many have little value and can

perhaps be violated if it is so desired. This attitude may be carried over by employee to his

place of work so that company rules and regulations are looked upon in various degrees of

seriousness by an employee.

The mode of living likewise helps shape attitudes. Some concentrate their entire efforts

upon getting material possessions, their attitudes encourage the acquisition of goods, position

and influence. In contrast, others believe in giving, not getting. Their attitude encompasses the

fundamental truth that one cannot get until he learns to give and thus they divided genuine

happiness and lasting satisfaction from his attitude.

Outgrowths of experience are of major consequence in determining attitude. To a

significant degree, a person feels and thinks toward on object. A lawyers attitude toward

prosecution might differ widely from that of a social worker. Being in close association or

experiencing almost daily experience to a situation or activity tend to influence ones attitude

toward that particular circumstance or entity.

Frames of reference :

Frames of reference are also of vital importance in the existence and development of

attitudes. What is associated with an object or is referred to in connection with it helps to

determine the attitude toward that object. Whether an attitude is favourable or infablurable

depends upon the judgment in terms of the frame of reference. If the reference is highly

desirable, the attitude will be favourable, and coveresely a reference of low desirability will

result in an unfabourable attitude.

20


21/75


22/75

Research studies have confirmed that individual and group attitudes are commonly the

difference between a highly successful work group and one that is not between a high

production until a low production unit. The individual or group that believes it can succeed,

that the mission can be accomplished his leader knows what he is doing are most likely to be

most effective. It is the right king of attitude that makes the difference.

Changing Attitude :

There is little question that managers can influence employees attitudes. The old adage

that employees reflect the shadow or perhaps more appropriately the light, of the top

management groups thinking illustrates the same point of view. Persons are influenced

favourably or unfavourable by examples provided experiences permitted, frames of reference

supplied, encouragement of certain motives and the discountenance of other forces.

However, efforts to strengthen, modify or eliminate attitudes must handled expertly and

with great care. Human being usually resist any attempt to change their attitude. People

become set in their responsiveness. This tough mindedness is not more inertia or laziness but

an active resistance to influence.

Why does a person resist a change in his attitude? Primarily because of the attitude is a

personal entity and exemplify a certain prize, affection or innermost readiness of the individual

to response sociologists are the term ego-involves explain an attitude which is clung to by an

individual because he likes to think of himself as one who has this particular attitude.

In other words, the self-evaluation and strong desire to retain a present attitude depend

in great measure not only on the possessors confidence in that attitude but also in it being

favourably responded to by others.

A person will normally defend his attitude when it is challenged Usually challenge is

viewed as undermining something deemed important because values of ones ineffective

involved. The greater the ego involvement of the person, the less the likelihood of gaining a

change in attitude by means of arguments.

22


23/75

An existing attitude represents the outcome of a balance of motives supporting the

attitude. Some of the motives export a strongest influence upon an altitude than do others. In

order to change an attitude it is usually best to weaken the supporting influence. Other

approaches such as frontal efforts to substitute new influences in order to counteract old onesare generally ineffective. The removal of accustomed influences meets resistance and arouse

defenses.

The weakening of supporting influences can be attempted in various ways. Among the

more common is to provide facts and knowledge which can be evaluated. The attempt here is

to stress greater rational consideration than emotional Supplying export of authoritative

explanations or view points along with the reasons for such view points can also be employed.

In some cases, it is effective to get the individual to review his experience, to become more

aware of what it means, and to re-conceived relationship of the individual with the reference

group, that is, to reduce the ego-involvement by lowering the favourable respondence of the

group to the attitude. Possibly the best way to achieve this so to talk with the group, request,

their co-operation and support and appeal to the group a favourable decision. It is frequently

less difficult to away a group than an individual. This is true for several reasons.

Firstly, When members of the group change the attitude, the individual can see that a

change on his part will not reduce his relative ego-involvement.

Secondly, changes or acceptance of persuasive efforts are of ten more effective on a

group than on an individual, the influence of mob-psychology and group motivations being

exercised.

Thirdly, the attainment of an atmosphere of high enthusiasm, helpful for indicating

changes, can best be reached with a group.

Some suggestions for developing favourable attitude :

23


24/75


25/75


26/75

3. Behaviour Manifestations :

Some of the behaviour manifestations such as griping on the job, slow downs, early

quits and excessive absenteeism are true revealers of attitudes. But it is already too late by the

time such manifestations are evidenced and the damage is already done.

4. Interviewing :

This has been one of the main means of getting information of employee attitude. In the

guided interview, there is an attempt to get answers to predetermined questions.

5. The Questionnaire :

The questionnaire technique is economical and also has certain advantages of

objectivity of measurement providing for a quantitative treatment of responses. Answers may

be obtained through check lists, multiple choice questions, yes on answers.

Factors related to job attitudes :

The following are the ten major factors related to job attitudes :

1. Security :

The Factor deals with the steadiness of employment, where the manager or worker feels

he has a reasonable chance of working under conditions of company stability. The man with

security feels that he is valued by the organization and that he has the abilities and opportunity

to keep his job. Security is a strong reason for liking a job and is generally mentioned first by

both men and women as contributing job satisfaction.

2. Opportunity of advancement :

This factor ranks high in importance, particularly to the person striving for upward

mobility. The results of many attitude surveys show that the lack of opportunity for

advancement is frequently a strong reasons for disliking a job but rarely is opportunity for

advancement mentioned as contributory to satisfaction. Men are much more expressive in

26


27/75


28/75

This involves such needs as belonging and social approval. This factor contributes to

both satisfaction and dissatisfaction of the employee. A man who feels himself a member of a

productive, cohesive group is happier with his job than is someone who finds himself a misfit.

The social factor appears slightly more important to women than to men. It is relatively

independent of age and occupational level.

8. Communication :

Communication means the formalities of conveying information, giving orders / turning

out annual reports. The lack of good communication may be a reason for disliking a job, but it

is never a reason for liking a job. Good communication means the opposite of being ignored.

The factor of communication seems to be more important at the higher educational level.

9. Working conditions :

Temperature, lighting, ventilation, cafeteria, toilets and the like have been found to be

equally contributing to both satisfaction and dissatisfaction. Working conditions are

substantially more important to women than to men. Hours are more important to men than any

other specific aspect of working conditions; but among women, especially married women this

aspect has even more significance.

10. Benefits :

Employee benefits such s retirement provisions, medical facilities, leaves vacations and

holiday etc. are a standard part of most jobs. They contribute to satisfaction and dissatisfaction.

In short it may be said that needs fulfillment and positive attitudes and intrinsic aspect of jobs,

are the contributing factors to job satisfaction.

The extent and nature job dissatisfaction :

The average figure of job dissatisfaction found in varying industries (USA) is around

13% age as a factor has been shown from twenty three studies. In general, job satisfaction is

high among young workers but tends to go down during the first few years of employment.

28


29/75

People who are dissatisfied with their jobs are less outgoing and friendly, are more

emotionally unbalanced, and show more boredom, daydreaming and general, discontent than

the satisfied workers.

Effects of attitudes on productivity :

A number of research studies found that workmen with positive job attitudes showed

higher productivity than those with negative attitudes. The basic consideration is that high

productivity accompanies high morale only when the attitudes of the group is very cohesive,

when the atmosphere is friendly, and when belonging to that specific work group is highly

desirable to its members. It has been found in a number of studies that workers with positive

attitudes have less turnover and absenteeism than workers with negative attitudes. It is also

found that workers with positive attitude out-produce workers with negative job attitudes,

when the psychological climates favour high production, where there is a good supervision,

and where the employee really wants to produce and get ahead.

Aspiration and productivity :

Morse pointed out that employee satisfaction was a function not only of how much a

person receives from the job situation, but also of where he stands with respect to his level of

aspiration. When the environment provides little possibility for need satisfaction, those people

with the strongest desires, or highest aspirations will be the least happy. In another way The

greater the amount the individual gets the greater his satisfaction and at the sometime the more

the individuals still desires, the less his satisfaction (Morse) As the person grows older, the

need for pay and job status increases. This can lead to job dissatisfaction when the discrepancy

between levels of aspiration and possibilities of attainment gets too great.

Probable questions

1. What do you mean by job Satisfaction ? Is it synonymous with industrial morale ?

2. Which is more convenient and effective and why ?

29


30/75


31/75


32/75

Under coercion they may have to do the task but it is no substitute of or voluntary action. One

may drag a horse to water but cannot make it to drink.

Since productivity is closely related to motivation, we may define productivity as :

Productivity = f (Material input x Human input).

Human performance of human input depends upon ability and motivation. We may say :

Human performance ability motivation.

The motivation on the other hand is the function of social condition, individual needs

and physical condition. Schematically :

Motivation = f (Social condition x Individual needs x physical condition).

Social factors influencing motivation :

1. Due recognition as an individual.

2. Prais for good work.

3. Prospect for future development.

4. Pay as high as the going rate for the same type of work elsewhere.

5. Selection of best qualified employees when required.

6. Proper training and familiarization with companys objectives.

7. Reasonable amount of work and satisfactory working condition.

8. Friendly and helpful criticism for correction of error.

9. Fair grievance handling.

10. Jon security and freedom from unjust reprimand.

11. Mutual sacrifice, participation in group activities, experience of progress towards goal

and confidence in leaders.

Physical conditions motivation productivity :

32


33/75

1. Good working space and sating arrangement.

2. Proper lighting essential for health safety and efficiency. But5 strong lighting strains

workers eyes causing fatigue which reduces interest for work.

3. Well ventilation, healing and cooling has a definite effect on physical comfort, mentalattitude and fatigue. Hot and humid atmospheric condition has adverse effect on efficiency.

4. Noise causes annoyance to workers and hinders concentration. Unnecessary noise must

be avoided.

5. Regular supply of materials.

6. Good maintenance of machines.

7. Rest pauses providing good food and comfortable lounge during rest period reduces

fatigue and help from favourabel attitude towards the company

8. Prevention of accidents.

9. Work simplification.

10. Motion economy.

The importance of various needs or wants which motivate man was expertly expressed

by prof. Doughlas McGregor as follows.

Man is a wanting animal as soon as one of his needs is satisfied, another appears in its

place. This process is unending. It continues from birth to death. Man continuously put forth

the effort works, if you please to satisfy his needs A satisfied need is not a motivation. This is a

fact which is . Ignored in the conventional approach to management of people.

We may define individual need as function of :

F (experience x education x cultural background x level of aspiration x perception x general

economic condition x and personal situation)

McGregor X and Y Theory

33


34/75

The bulk of current managerial principles, according to McGregor, has been directly

derived from the first set of assumption, theory X. These assumption are :

1. The average human being has an inherent dislike for work and will avoid it if he

can.2. Because of this human characteristic of dislike for work, most people must be

controlled directed or threatened with punishment to get them to put forth adequate effort

toward the achievement of organizational objectives.

3. The average human being prefers to be directed, wishes to avoid responsibility,

has relatively little ambition and wants security above all.

The assumptions of theory x and the approaches to motivation and supervision which

result from it may indeed be what exists in many organizations. Pressure through the use of

rewards and the threat of punishment has been used to achieve company objectives.

Pressure has bred counter pressure, and subordinates have reacted in way detrimental to

organizational efficiency. To achieve the desired behaviour, management hashed to impose

still more restriction, a vicious cycle has been set up and the assumptions of the theory seems

to have been confirmed. Management has regarded employees as indolent, without ambition

and resistant to change and responsibility.

But theory X does not reflect mans inherent nature , rather such behaviour in man in

part the result of management philosophy and practice. McGregor himself regarded theory X

as an extreme and as an unacceptable set of assumptions about human being.

Theory Y

The accumulation of knowledge about human behaviour from many specialized field,

has lead to further research regarding the validating of conventional managerial assumptions.

From these date McGregor derived a new set of assumptions what he called theory Y These

assumptions of McGregor provide a better example of human nature and therefore indicated

the need for different managerial strategy in dealing with people.

34


35/75


36/75

that complete individual freedom is not the answer but freedom with limits varying in

intensity.

The other criticism is that over implication of work has reduced job satisfaction. Though

it is true in mass production job, work satisfaction has undoubtedly increased may worksituations in modern industry.

When strapped of value judgments theory X emphasiss dependence, domination and

control; theory Y emphasizes independence, freedom and permissiveness.

By encouraging independence, theory Y proponents expect to stimulate initiative,

contribution, involvement and creativity of organizational members, It becomes an important

means through which the employee can pursue his goals and since organizational goals are

compatible with individual goals, in his pursuits he contributes to organizational achievement.

Motivation based on fear Concept of Negative sanction :

The old concept of motivation was based on fear, chiefly relied upon negative sanction

based on fear and punishment to get the result. The workers either teed the line or faced the

consequence of losing the job. The situation however changes as organized labours gained

influence, besides organizations become larger and spread in complexity. The current emphasis

is on human relations and positive incentives.

Positive Incentives :

Motivation and morale : By inducing the workers to work and creating interest in

them for the work, ineffective time wastage may be reduced. This is usually done by upholding

morale of the workers and motivation them for higher production. The basic principle is that

every individual kikes to stand well in his own eyes and also in the eye of those whose

appreciation he values. The workers are favourable affected by a boss who treats them as

human being and they are motivated to work for a company where there is confidence in

36


37/75

fairness of the top management. The output and moral both increase when the policy of the

company is employee centered and not production centered.

Although the right to fine or demote an employee under certain circumstances remains a

tool in the hands of management for disciplinary purposes, it has now been replaced bypositive incentives and morale. This is due to growing realization that positive incentives are

more conducive to the welfare of the enterprise then negative sanctions based on fear of

demotion or dismissal. This does not mean that negative sections should be discarded entirely.

It seems neared the truth to say that as positive incentives are made effective, there is less need

to apply negative sanctions and they in any case a sanction should be reserved for individual

cases and rarely if ever used on a group. However, the complete elimination of sanction would

quickly get the administration into trouble.

Probable Questions :

1. What is a motive ? What is difference between primary and secondary needs.

2. What are the social and physical factors influencing motivation.

3. What are the Maslows classification of human needs ?

4. narrate the X and Y theories of motivation.


INDUSTRIAL MORALE

The terms employee attitude Job satisfaction and industrial morale are in many

instances used interchangeably. But according to Blum they are not synonymous. An attitude

may contribute to job satisfaction since the latter is comprised of a number of attitudes.

Similarly job satisfaction is not the same as industrial morale although it may contribute to

morale.

Job attitude is the felling the employee has about his job, his readiness to react in one

way or another to specific factor related to his job. Job a satisfaction or dissatisfaction is the

37


38/75


39/75

agreement with those of his group and there must be a co-ordination of effort in attaining

objectives. Good morale is resistance to frustration.

Low morale indicates as attitude of apathy or resignatice. Without goal interest is absent

or the obstacles between individual and the goal are regarded unsurmountable.

The works commonly regarded as ingredients of high moral are :

a) Team spirit describes a relationship between people.

b) Staying quality implies that a group does not loose.

Might of its goal under adverse circumstances.

It means perseverance, confidence and standing.

Together for achieving the goal.

c) Zest - implies high motivation. When zest is present.

There is interest and excitement in performing a job.

The general picture of the morale of various work groups may compared on the basis of level

of morale as shown below :

LEVEL Zest

OF Activity Co-operation

MORALE Satisfied

Job O.K

Passive Co-operation

Job Unimportant

Work a Burden

Hostility

From the comparison it follows. Zest being the tope value and apathy the lowest value

because if implies a complete absence of effort. It must not be assumed that all members of the

group would feel the same way in any situation. Individual difference are always present.

Nevertheless. It is possible to think in terms of group as unit describe the way group works.

39


40/75

Groups have personality of their own and one can think of a groups motivation, attitude and

adjust.

Physical Factors :

The degree of high or low morale differs from person to person depending upon his mental and

bodily conditions. Inborn personality differences which brings out differences in energy,

determination emotional stability, influence stamina. Like-wise bodily conditions good health,

proper food and adequate rest also have a direct influence on stamina. Acquired personality

qualities derived from environment has a direct hearing on good morale.

Satisfaction with the company :

Such factors as company attitude to employees and society in general, the type of foreman, the

sanitary facilities, lighting, ventilation and attractiveness of the shop and many other conditions

which constitute the environment influence the morale of the workers.

Job satisfaction demonstrates high morale among those who are satisfied with the job some of

the important psychological Factors influencing high morale are :

a) Mutual sacrifices;

b) Participation in group activity;

c) Experience of progress toward goal;

d) Tolerance and freedom within group; and Confidence in leaders.

Moral Building Programme :

The first step in a moral building is to instill proper attitudes in the minds of all

employees. This is easier said than done As already mentioned, an attitude is the result of many

complex forces and to change an existing attitude requires persistent, continuous, and well

planned efforts over a long period of time, but the task can be done.

40


41/75

Second step is to measure morale to determine are areas where improvements can be made,

especially those of irritation and trouble, if any. Employee attitudes can be catalogues by

various means including by an intuitive basis, interviews, surveys, and analysis of employees,

records showing number of grievances, absenteeism, rate of labour turnover, and the like.

Some of the questions used in a survey are show below as examples:

Yes No Dont Know

1. My Job is often dull

2. My superior keeps his promises

3. My superior knows a great deal about his job

4. I can say that I think around here

5. I have the proper tools and equipment to do my job

6 We have a poor way of handling employee

complaints7. I take pride in working for this company

8. The people I work with are friendly

9. We have a good employee benefit programme

10

.

The working conditions here are O.K

Employees answers to much questions the relative standing of such considerations as

confidence in managers, adequacy or communication, status and recognition, employeebenefits, and identification with company. Morale measurement requires specialized

techniques in handling and should be performed only be a trained researcher in this field.

Improperly handled it can have an adverse effect upon morale.

The Next step is evaluate carefully the results obtained in step No.2 In this way, the

areas requiring immediate attention can be pinpointed and definite plans for correcting these

trouble sports can be evolved and put into action. Some managers advocate publishing the

results of the survey along with what corrective measures will be taken. In contrast, other

executives oppose such a practice. The decision must be based on the individual circumstances

of each case.

In the final analysis good morale is a by-product of competent management. Morale can

not be sought for directly; it must be improved by indirect means, that is, by improving

management. More specially the effort must constantly be toward the end that the managerial

41


42/75

organizing work should be the very best possible, capable leadership emphasized and

developed to all employees, and proper emphasis given to the human element in managerial

decisions.

INDUSTRIAL PSYCHOLOGYINDUSTRIAL FATIGUE AND BOREDOM

Most people are familiar with such terms as fatigues tiredness boredom and

monotony These terms are used to describe feelings. There is, however, no clear cut

measures of boredom or fatigue. Psychological means for evaluating the effort expended in

work are less precise than are the physiological measures, but the reports of out feeling may

actually be more relevant than the physiological measures especially for work of non-physical

nature.

FATIGUE

Feelings of fatigue, feelings of tiredness are subjective or psychological states that may

accompany prolonged work. We might suppose that work decrements, the actual decreases in

proficiency over time, lead directly to such subjective feelings. This is not true.

Feelings of tiredness are, of course, related to physiological changes. But here are

different kinds of tiredness related to different kinds of work. A emotional upset may involve a

kind of tiredness different from that resulting from a hard day of physical labour free from

frustration. Although we have good measures of tiredness, the descriptions we can give of it

are useful in certain practical situations. One personnel Manager reports the case of a worker

who frequently complained of feeling tired on the Job. Following up on the supplication that

the man was not being accepted in his particular work group, he had the man transferred to a

similar job with a different group of workers. Here he soon came to feel that he belonged and

he made fewer complaints.

Another case reported by a University Counselor was that a newly married student of

twenty-four, was having difficulty with his courses. He complained of being tired each night

42


43/75


44/75

to keep an eye on production records routinely, because not all drops in production are caused

by fatigue or corrected by rest.

Rest on the job can be obtained in a number of ways. One way is to slow down activity.

Here the worker actually rests while he works. Some people resort to pacing their activities, asmost workers on a piece-rate learn to do. Day dreaming may be thought of as form of rest

which allows the person to leave his job mentally. Late starts and early quits, with interruptions

in between, are other forms of work stoppage. An of course, physical departure from the work

scene is a possible form of rest.

An important part of rest is change of deviation from the usual or routine course of

work. Deviation involves turning something away from its course, and it is most important in

combating mental stress. We know that worry can sometimes be lessened by putting something

in the place of the worrisome thoughts. It has been found through several studies that rest

pause during work are beneficial to production. In one study it was found that the introduction

of 12 minute rest pause in the MIDDLE OF THE MORNING AND A SIMILAR PAUSE IN

THE MIDDLE OF THE AFTERNOON increased the output by 29%. It also decreased the

length of voluntary rest pauses 60%. This study showed that rest pauses should be introduced

just before production to fall from its maximum.

The introduction of rest pauses which result in increased work output have been found

to have a beneficial effect both physiologically and psychologically; they improve the attitudes

of the employees toward the working situation.

The attitude of a person ahs toward his work determines to a large extent his need for

rest.

BOREDOM : Boredom is characterized by a lack of interest, usually associated with

repetitive work activity. It is differentiated from fatigue in that it involves the desire for change

in activity rather than for rest or relief from the work itself .

44


45/75


46/75


47/75


48/75


49/75

SOURCES FOR REMOVAL OF FRUSTRATION :

1. A grievance settlement procedure through a machinery set-up for the purpose.

2. Prior consultation with the employees on any matter, which affects their interests, andthereby winning over their confidence.

3. To keep the worker organized when the workers are recognized without any hindrance,

it naturally extends co-operation with the management.


WORKING ENVIRONMENT

A person is what he is because of his nature and his heredity and environment Mans

biological evolution changes his nature, cultural evaluation changes his nature. The

contributions of both heredity and environment are important though it may vary in degree in

different circumstances.

By environment, in its broadest sense is meant all factors or groups of factors,all forms of

energy or energy other fores internaor external that invoke activity , behaviour response from

the individual.

In industrial enterpries working environment is the most important factor for sustaining

and improving the efficiency of the worker. It is a well known fact that productivity is the

effect of individual ability and his motivation and the influence of environment in which his

performs the job. Schematically we may say that

P = (AxM) Where P =Productivity;

E

A = Ability M = Motivation and E = Environment.

Therefore, the unhealthy and unhappy workers doing their jobs under conditions of physical

and mental strain are inefficient producers.

49


50/75


51/75

Good lighting speeds production. It is essential to the health, safety and efficiency of

workers. Insufficient light affect eye-sight. It has been found that glare causes discomfort in

workers and affects performance.

5. Noise :Noise has been defined as unpleasant sound. while there are indications that noise

reduces work performance, there is no clear- cult evidence in support of such a contention. If

there is high morale in a group, it may well stand grand greater noise levels without complaint

that with another group with low morale, Very high tones and extremely low tones are more

irritating than those in the middle ranges.

6. Colour :

The use of colour is an important factor governing the workers feelings of heat or

coldnees. In temperate conditions workers' comfort are influenced by repainting the4 walls and

furnishings of the work place in colours designed to give a feeling of warmth or cold.

OTHER ENVIRONMENTAL FACTORS

Workers are most loyal and co-operative when they have pride in work in their

employers. Management striving to overcome grievances in the job environment in one way of

building up this pride. Clean and adequate toilet and wash room facilities are important factors

for high morale. Company restaurants which are clean, quiet and comfortable are conductive to

workers mind. Attractive physical appearance of the plant provide for good sanitation and

health of the workers.

HARMONIOUS EMPLOYEE RELATIONS

Worker's behaviour usually reflects their material and psychological environment.

Reasonable wages, good human relations inside the factory, good understanding between

management and labour, correct decisions on questions of promotion and at the same time well

cared for work places, sanitary facilities much better than "good enough for a worker"

behaviour and bring about employment stability among the personnel. When relations between

51


52/75

employers and workers are bad. when workers fear dismissal, when workers are dissatisfied

with wages, when working hours are long, the morale of the workers becomes low resulting in

frustration and low output.

Respect of worker's feeling an dignity helps to give him peace of mind. Livingconditions outside the factory also have an influence; living in slum areas have undesirable

moral and physical effects and thereby adversely influences the workers attitude in the factor.

Probale Questions

1. What do you mean by environment? What are the groups into which environmental

factors can be classified.

2. Discuss very briefly the physical factors influences human performance.


HUMAN RELATION & ITS IMPORTANCE IN ORGANIZATION

A new born human infant is among the most helpless of living organism, What an infant

can perform are only a few limited automatic reflex, swallowing, eliminating, crying and gross

motor movements. For sheer survival, the infant needs other people to behave in ways which

will bring all manner of need objects to him. The mother must provide food and arrange the

environment so that the child will stay alive, relatively free from pain and able to grows. As he

grows physically, he becomes more capable of learning, he needs other people as identification

models so he can become increasingly socialized. He needs, in his early days, a lot of

mothering caressing, holding, and social stimulation. There is evidence that without such close

mothering, his physical development will be impaired and his social development will be

deviant.

The development of children is impaired by lack of maternal love, they become more

often a social, delinquent, feeble minded, psychotic, or at the least, neurotic in institutions than

in families. The child needs other people to reward punish him, so he can learn to behave in

52


53/75

socially acceptable. He needs to be in contact with persons other children of his age, so he can

learn to compete, co-operate, play games and so on. Contact with other people is thus seen as

crucial for many aspects of Child's healthy development, physical survival and health; learning

of many skills important in the solution of problems and the gratification of assorted needs;

and the learning of attitudes, values, morals and social roles, essential in defining the child'smembership in varied groups.

The adult by virtue of vastly skill repertoire is much more self reliant than an infant or

young child, but still he needs other people for many reasons. Most of the satisfactions which

make life worthwhile , in fact, can be gratified only in relation to, or with co-operation of other

people.

In present day society, no man can ever hope in his life time to encompass all the skills

necessary to solve all his problems and gratify all his wants. Division of labour and

specialization in knowledge and techniques are enormously developed in the present world,

particularly in the west, so each man is dependent upon many other people for the specialized

skill and knowledge.

How this transaction takes place ? Generally the needful individual buys the knowledge

or skill from its possessors with money or anything else that is deemed of value equivalent to

the skill. where scarce the skill the higher the price.

Thus we can see that none can live and grows satisfactorily by himself alone. He needs

others in society for his growth and development. So, also grows the society in mutual

interaction of its members.

An enterprise is looking upon as a man made system, where a large number of people

work together to achieve established goals. Thereby they satisfy their own needs as well as the

needs of other group members.

It is, therefore, important to keep in mind that all enterprises are built to serve people

within and without the enterprise.

53


54/75

One of the fundamental functions of the management is actuating which literally means

the putting or moving into action. We can plan and organize but no tangible output is achieved

until, we implement the proposed and organized activities. Actuating may be defined as

"getting all the members of the group to want to achieve mutual objective because they want toachieve them.

The actual performance of an individual depended upon his willing less and capacity to

perform. Therefore an understanding and application of human relations is basic to successful

actuating. Human relations may be defined as the integration of the manpower resources for

effective and maximum utilization by means of satisfying human wants and maintaining of

satisfactory relationships among the members seeking these human wants.

BASIC OF HUMAN RELATIONS :

The study of human relations is important because in organizational set up, people work

to achieve certain goals. By accomplishment of the work and achievement of the goal, a person

hopes to satisfy his individual wants/needs and to meet the mutual interest of the participating

group, as none can satisfy all his needs/ wants by himself. Individuals needs / wants are

however numerous and they differ widely among people.

Some important wants are :

1. Fair pay.

2. Job security.

3. Pleasant working condition.

4. Opportunity for development.

5. Interesting work.

6. Efficient leadership.

7. Recognition of good work.

8. Acceptance as member of work group.

54


55/75

The relative importance of these wants differ from individual to individual from one

occasion to another. They are influenced by individual characteristics, background, beliefs,

place in the organization etc.

IMPORTANCE OF HUMAN RELATIONS

Since the managements' objective is to achieve the set goal effectively, the are to pay

attention to those human relations factors which influence their effectiveness. It is necessary

for the managers to have some understanding of pattern of behavior involved in human aspects

which facilitate in achieving organizational objects. The people of an organization represent an

aggregate of individuals brought together to do a job. They have different psychological make

up, different experience and different aspirations. Their reactions to one another, to their

surroundings to the jobs and to the supervisor usually show significant variations. These

variations are reflected in a wide variety of individual actions. An individual who is torn in

internal conflicts, who is apathetic and frustrated, and whose relation with other individuals are

disturbing to him, cannot do justice to his work. His seemingly erratic and at times irrational

behaviour stamp from the fact that employees do not shed their responsibilities, moods, and

values when they come to work. Although they may represent a "work force" they bring with

them all the fears, frustrations, hopes, ambitions, disappointments, goals and beliefs that have

shaped their personalities and their life style. Therefore, a manager who thinks in terms of

healthy relations, who attempts to understand what they are and what role they play in

achieving smoothness in operation, is very likely to be more effective than one who pays no

attention to human relations with and among his subordinates.

According to Lawrence A, the president of American management Association:

"Management is the development of people and not direction of things. If this fact were

more generally accepted, many Management difficulties would disappear. The executive or

manager who says that he would rather exhaust himself doing things correctly than expand the

time and patience necessary to get other people to do them correctly, is admitting that he

cannot manage".

Important of human management is expressed by various statements like:-

1. Everything in management hinges around and involves the human element.

2. Success in management in largely a matter of :-

55


56/75

a) Getting competent people.

b) Giving them responsibility.

c) Telling them what you want to accomplish.

d) Explaining how to do it, and

e) Inspiring them with confidence in their ability to accomplish the objectives.

APPLICATION OF HUMAN RELATIONS

Normally employees work better and are more satisfied when they know that

management is interested in them and is concerned about their wants and welfare. They

appreciate being viewed and treated as human being and accepted as member of working

group. They participate fully where the performance is duly recognized. Employees work

towards greater accomplishments where there is some incentive always work better under

democratic leadership and they believe in what you do, more than what you say.

ACHIEVING EFFECTIVE HUMAN RELATIONS:

Favorable response to actuating efforts is obtained by treating employees as human

beings, encouraging their growth and development, instilling a desire to excel, recognizing

work well done and ensuring fair play. Achieving effective human relations require a keeninterest in human personalities, extensive study of literature available on the subject and

considerable practical experience in dealing with people. Some of the important points, which

can provide guidance in developing the ability to achieve good human relations are :-

1. Make people feel important:

Recognition and status are of prime consideration to most people. They appeal to people

because everyone has an inner desire to feel important.

2. Recognize individual difference:

It is important to understand the make up of each individual because the same desire,

goal and interest do not appeal equally to all members of the group.

3. Be a good listener:

And problems and hurdles to harmonious relationships are revealed if managers listen

what employees talk. Allowing the individual to talk himself out without interruption, and to

56


57/75

tell his entire story often results in the talker's seeing the error of his views or in agreeing to

other's valid points of view.

4. Avoid arguments:

No one really ever wins in argument. Arguments only aggravate the differences.

5. Know deep feelings of others:All human beings usually have deep sentiments about personal attachments,

experiences, beliefs and emotions. These sentiments should not be destroyed but should be

used for creating harmonious relationships.

6. Employ question to persuade:

Most people like to talk about those subjects in which they are well versed and

interested. The questioning approach gives them opportunity to impress others with their

knowledge.

7. Abstain from domination:

Domination and use of fear for getting the work accomplished seldom groduce the

desired results as people resent being dominated. A good manager leads people. He does not

drive them.

8. Recognize most people are acquisitive:

All human beings want to get what they believe is their rightful share. If they could be

convinced that they get their fair deal and are not deprived of fair privileges, they will be motivated to

work better.

57


58/75


59/75

For computing the monthly separation rate and accession rate of a plant the following

procedure may be followed.

1. Find the average number of employees by adding the number on pay roll on last days of

two successive months and then divides the result by two for example.

No. on pay roll

June 30 ......................... 1950

July 31 .......................... 2050

4000

Dividing by two 400/ 2000

2

2000 will be the average number of employees for July. Separation Rate : Separation rate can

be found out by dividing the total number of employees separated from pay roll during the

monthly by the average number of employees for the month. 100 is the separation figure then

the rate is:

S.R = 100 (totalspeperation) X 100 = 5%

2000

In other works, for every 100 workers employed in this plant during the particular month, 5

workers dropped off the pay roll.

2. ACCESSION RATE : Accession rate can be calculated by dividing the number of

accession for the month by the average employment. suppose 120 is the accession figure, the

rate then is :

S.R = 100 (totalaccession) X 100 = 6%

2000

In other works, for every 100 workers employed in this plant during the particular month 6

new workers were hired.

59


60/75


61/75

absenteeism was also important. Older workers are absent for longer period (severity rate) but younger

workers are absent often (frequency rate).

Illness : It has been established through studies that emotional illness causes between a quarter and a

third of all absence from work due to illness. The high absence employees were found to have a lower

drive level and to be less emotionally stable than the low-absence group. High-absence group had a

greater number of record instance of emotional disorders and other disorders with an underlying

emotional basis.

Organization factors :

Some of the most important organizational factors contributing to high absenteeism and turnover are as

follows:

i) Improper selection, training, inducting and placement

ii) Lack of proper financial return.

iii) Absence of job satisfaction and security.

iv) Unfavorable working condition.

v) Lack of proper supervision.

vi) Lack of recognition of good work and career advancement.

vii) Non-availability of recreational facilities.

viii) Lack of co-operation among the working group.

ix) Lack of leadership.

x) Lack of management attitude for well-being of workers.

Induction of the new worker is the beginning of his on the job training. The induction stage is crucial

in helping to reduce costly employee turnover. about 80% of all turnover takes place during the first

three months of employment. The attitudes which promote individual job satisfaction, as well as group

morale, get established in the induction process.

In one study it was found that the workers with positive job attitudes have less turnover and

absenteeism than worker with negative attitudes.

Lack of employee participation or resistance to change also causes employee turnover.

Loyalty comes with the feelings of oarticippation. Participation in decision making is a major

factor in the morale of all levels of employees.

61


62/75

External Factors: Similarly some external factors influence the rate of absenteeism and

labour turnover are:

Local weather condition.

ii) Political situation - strikes, hartals etc.

iii) Participation in religious festivals.

iv) Easy availability of medical certificates from outside, practitioners.

REMEDICAL MEASURES:

It has been mentioned earlier that absenteeism is a complex problem and complexity renders

solutions more difficult. But it is not totally unsurmountable. Absenteeism may not be eliminated, it is

true but it can however, be minimized. For that a number of measures should be adopted by the

management. The steps may be classified into three groups:-

Individual

(i) Sound selection, proper training & induction and appropriate placement should be

programmed.

(ii) Proper wages, good working condition, career opportunity and appreciation of good

work should be followed as policy matters. Worker's participation should be encouraged and

allowed for creating a sense of belonging.

(iii) Housing and transport facilities recreational facilities and child care and educational

opportunity to the children to the employees should be ensured.

(iv) Proper health and safety arrangements should be made.

2. Organizational :

Management should give due attention to the problem of absenteeism, find out causes and take

steps to mitigate those causes contributing to high rate of absenteeism and turnover management

should train supervisors who are the keymen in absence control by ensuring proper working

conditions, interpersonal relations and providing necessary motivational factors on the job. He has to

imposes on his workers that unauthorized absence is a serious offence. management has to make the

job more human by creating co-operative atmosphere in the plant. They should follow grievances

handling procedure to dispose off the employee complaints promptly and fairly. Management should

take steps to improve the condition so that t

86662981 industrial psychology

Documents