Dr. John Psarouthakis, Executive Editor of www.BusinessThinker.com, Distinguished Visiting Fellow at the Institute of Advanced Studies in the Humanities, University of Edinburgh, Scotland, publisher of www.GavdosPress.com. Founder and former CEO, JPIndusries, Inc., a Fortune 500 industrial corporation.
In this series of articles, we examine the human relations issue in the corporate environment for growth. After a discussion on what is “Human Relations” it would be very instructive to browse through a set of questions in order to focus your thoughts on human relations in your own company.
Overall we will write articles on the following aspects of this major topic:
WHAT IS HUMAN RELATIONS?
ASSESSING YOUR HUMAN RELATIONS STRATEGY
IMPORTANCE OF THE HUMAN RELATIONS ISSUE
CHARISMA, CORPORATE CULTURE AND SHIFTS IN HUMAN RELATIONS
CHOICE OF VALUES
HOW FIRMS SHARE VALUES AND GOALS
EFFECTIVENESS OF HUMAN RELATIONS STRATEGIES
CHANGE IN THE APPROACH TO FOSTERING SHARED VALUES
RETAINING COMMITMENT TO MISSION WITH GROWTH
BUILDING CULTURE AT JPI
SOME GUIDELINES FOR EFFECTIVE HUMAN RELATIONS
Questions 10-1 to 10-5 examine goal integration, the degree to which organizational and individual needs match or mesh with each other. Though more appropriate to ask in a confidential employee survey than of yourself, you may want to skim through them anyway. For each of the five questions consider:
TO WHAT EXTENT DO EACH OF THE FOLLOWING DESCRIBE YOUR FIRM?
 To a very great extent
 To a great extent
 To some extent
 To a small extent
 To a slight extent or not at all
Question 10-1: Clear understanding of company objectives. People have a clear understanding of company objectives.
Question 10-2: Self-centeredness of employees. Everyone looks out just for themselves, rather than doing what is best for the firm.
Question 10-3: Intention to leave. Employees think about quitting.
Question 10-4: Insecurity of employees. People feel insecure about their place in the company.
Question 10-5: Lack of understanding of objectives. People lack understanding of where the firm is heading.
Question 10-6: Morale. For lower level employees, how would you rate their morale, job satisfaction and commitment to company objectives?
 Very high: Top 2 percent of the industry
 High: Within top 10%
 Well above average: Top 25%
 Above average: Top one-third
 Average: About the middle
 Slightly below average: in the top two-thirds
 Well below average: Bottom one-third
Question 10-7: Consistency of mission. To assess how consistent your view of the firm’s mission is with those of your managers, follow these four steps:
Step 1: What do you see as the firm’s primary mission, including products and services offered, and anything else defining its main direction and purpose? ( Refer to Question 5-11).
Step 2: Give this same question to your managers. Ask them to record their answers without discussing it first.
Step 3: Now compare the consistency of CEO and manager answers. Are they:
 Word for word (reads like the same mission statement)
 Same content, though different words
 Substantially the same (50-75% overlap of key issues)
 Some similarity (25-50% overlap in key issues)
 Very slight overlap (5-25%)
 Totally different
Question 10-8: Types of values emphasized. As CEO, do you emphasize certain values that you feel are especially important to the success of the business? What are they?
Question 10-9: Consistency of values.
Step 1: Without discussing your opinions, ask managers:
“Does your CEO or president emphasize certain values he or she considers especially important to the firm’s success? What are they?”
Step 2: Compare manager and CEO answers and rate their consistency. Are they:
 Word for word (reads like the same statement)
 Same content, though different words
 Substantially the same (50-75% overlap of values)
 Some similarity (25-50% overlap in values)
 Very slight overlap (5-25% overlap in values)
 Totally different (no overlap in values mentioned)
Question 10-10: How effectively values are shared. If you answered yes to question 10-8, ask yourself: Do you have a particular way of sharing values with your employees? If so, how well does this technique or strategy work?
 Extremely well
 Very well
 Fairly well
 Not so well
 Not well at all
Table 10-1 shows how firms in our study stack up in human relations. For some measures, the percentages for all firms are very similar to those for the top firms. The sharpest contrasts are in questions 10-1, 10-6, 10-7, 10-9, and 10-10. Employees have a clear understanding of company objectives (to a great or very great extent) in 44 percent of top performing firms compared with 31 percent of all firms. Morale is also better at the typical top performing firm– rated in the top 10 percent of the industry by 71 percent of top-performing CEOs, compared with 57 percent for all firms combined. Based on question 10-7, at almost 18 percent of the top-performing firms but only 6 percent of firms as a whole, at least two-thirds of the managers share the same content if not the identical language in describing the firm’s mission (though both are low percentages!). CEOs of top performing firms also have an easier time conveying values. Similar values are reported by the CEO and managers in almost 30 percent of top performers, but in only 12 percent of all firms combined (question 10-9). Finally, 50 percent of top performing CEOs feel their values are shared extremely well compared with only 36 percent for all firms combined (question 10-10).
Table 10-1: Human Relations Effectiveness for Top Performers and All Firms Combined
All Firms Top Performers
Median % %
Clear understanding of 3.0 31 a 44 a
employees (quest. 10-2) 4.0 16 b 13 b
Employees think of quitting 4.0 22 b 17 b
Insecurity of employees 4.0 19 b 22 b
Lack of understanding of 3.7 31 b 26 b
objectives (quest. 10-5)
Morale (CEO view) 2.0 57 e 71 e
Morale (Management view) 3.0 28 e 36 e
Consistency of mission 4.0 6 c 18 c
Consistency of values 4.0 12 c 29 c
How effectively values 2.0 36 d 50 d
are shared (quest. 10-10)
a Answered  To a very great extent or  To a great extent
b Answered  To a very great extent;  A great extent or  To some extent.
c Percentages of firms where at least two-thirds of the managers share the same content if not the identical language.
d Percentage who say the strategy is working out “extremely well.”
e Morale rated within the top 10 percent in the industry.