Abstract

There is no "norm" in the relationship between a company and its workers or between those who pay for the work and those who do it. Each generation or group must establish that relationship in its own way. However, with the advent of ever accelerating technology, the work world is now trying to cope with such rapid changes in the relationship that it is inter-generational. Since the end of the Second World War in the late 1940's, we have encountered many differing views by employers as to what constitutes the proper, fair and effective relationship. Many of these relationships are still in use, in one form or another. Several of these we may all be familiar with. The most common is the traditional hierarchical model with the boss guiding the organization and the workers following along. This model is being replaced to a large extent by more participatory arrangements where all the members of the group have input such as in teams and empowerment.

From the worker's standpoint, there has been, and continues to be, ongoing change in expectations and beliefs. Some of the more noticeable groups that have existed in the past 50 years are the "flower people" of the 1960's and 1970's and more recently the so called Generation X. We have learned in various ways how to deal with the expectations of these personnel.

Similarly, a variety of different relationships can exist within an organization. For example, look at the relationship between differing groups of people in a company; the executives, the unionized people, the technical/professional group and the growing group of non-employee workers.

Fundamental corporate needs call for a reliable, available source of people who will perform the work of the company in an effective, affordable manner. The focus of the company needs to be on ways to achieve this goal.

Managers and executives have a direct obligation to;

  • Focus on hiring the most suitable people.

  • Train the people in the ways of the company and create an ongoing learning environment.

  • Communicate the direction of the company.

  • Evaluate the people in an unbiased fashion, according to their contribution.

  • Acknowledge the contribution.

In this presentation we will attempt to address the way that corporate employers and their workers can focus on their mutual needs.

Introduction

The people in any organization are still the most critical factor in determining the success or failure of the enterprise. How does a company get the workers most suited to the tasks at hand and how does management ensure that they can work most effectively and continue to have the skills available to the company as long as required?

An alert management recognizes peoples' fundamental needs and structures the company to provide those needs while maintaining an efficient operation.

Although different groups of people or different eras of people, such as the yuppie one, may expect different approaches to their needs in light of a continuously changing work environment, an evaluation of peoples' fundamental needs indicates that these have not really changed that much over the ages.

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