Human relations theory presents different views and assumptions on human behaviours as compared to assumptions promoted by the classical organisation theory. The classical organisation theory assumes that there is only one way of organising employees in an organisation. Other perceptions that are linked to classical organisation theory entails universal principle of human management, the view that organisations should ignore human factors as well as emphasis on production related goals and internal efficiency. On the other hand, human relations theory assumes that organisations designs and formulates policies that aim at serving the needs and demands of employees. According to human relations theory, organisations and employees should work together in order to prosper in their daily undertakings. Other assumptions that are linked to human relation theory include the view that when the relationship between organisation and individuals is poor, one party is likely to suffer. In referring to human resource theory, a productive fit between organisation and employees is likely to have productive impact on both the employees and individuals (Tompkins, 2005).
In referring to conflicting views and assumptions between human resource theory and classical organisation theory, it is clear that there exist significance differences in human behaviours between employees in contemporary organisation and conventional organisations. Compared to traditional management model, modern management approach is more interested in meeting both the interests of employees and the organisation. This means there is a mutual interaction between workers and employers in modern profit making organizations. In the Chambers of commerce where I work as an account, I have experienced various instances where managers have benefited from the concepts of human resource management theory. A practical example includes an incident where the managers utilized concepts of this model in tackling a crisis between the management and employees regarding salary increment. The managers engaged employees in a negotiation that ended the conflict instead of dictating their terms to the employees. Traditionally, organization managers focused on increasing their profitability without considering employees interests. In this context, the analysing of these two management systems is essential in developing knowledge of the concepts promoted by these strategies. The practice also aids the identification of changes and development in human resource management.
References
Tompkins, J. (2005). Organization theory and public management. Australia: Wadsworth, Cengage Learning.
