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Human relations movement refers to the researchers of organizational development who study the behaviour of people in groups, in particular workplace groups and other related concepts in fields such as industrial and organizational psychology. It originated in the 1930s’ Hawthorne studies, which examined the effects of social relations, motivation and employee satisfaction on factory productivity. The movement viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts, and it resulted in the creation of the discipline of human resource management.
The power of natural groups, in which social aspects take precedence over functional organizational structures. The need for reciprocal communication, in which communication is two way, from worker to chief executive, as well as vice versa. The development of high quality leadership to communicate goals and to ensure effective and coherent decision making. It has become a concern of many companies to improve the job-oriented interpersonal skills of employees.
The teaching of these skills to employees is referred to as “soft skills” training. Companies need their employees to be able to successfully communicate and convey information, to be able to interpret others’ emotions, to be open to others’ feelings, and to be able to solve conflicts and arrive at resolutions.