Connecting The Gaps

“If the road is straight, no one would be worried about losing on the way” – (ZubemoHumtsoe)

An anticipated thought of losing something or meeting failures have made individuals, groups, institutions, organizations, etc. , to be conscious enough to check various factors which may have possible threats on them. It is pellucid that many have failed, many are striving and many are on the winning side, and all of these have become learning lessons for self as well as for others around the globe. The presence of competition has brought alertness among the players in various industries, both at the National and International, each of them vying to be the number one in the market. To achieve this feat or to survive in the market, an organization must have certain competitive advantages over its competitors in the market.

Undeniably, advanced technology, latest machineries and equipment, highly designed effective processes, cutting costs, etc., plays a great role in assisting an organization to attain its predetermined goals. But when we critically examine them, we are reminded of its credibility in the long run. Undoubtedly, they have the capacity of carrying the organization upto a point, but the concern arises of who will move forward the organization from that point.The answer is, only good human resource can make it possible. Now, we have come to the realization that everything an organization does depends on the people it has. This reflects that the success or failure of an organization lies in the hand of its human resource. Many organizations are astute enough to realize that human resource can be used as a competitive advantage. This realization has brought many changes, enabling researchers, scholars, analysts, organizations, etc., to have a re-look into the worth of human resource from a wider perspective.

In retrospect, the traditional concept links human resource to a mere commodity, a factor of production, etc. Immense thanks to the thoughtful researchers for their tremendous contributions in bringing up the valuable human resource to a greater acceptance. It is opined that, human resource considered to be the most valuable asset of an organization is now accepted as partners in the progress of a company.But, in reality, only sapient organizations, who have foresight are likely to execute it scrupulously, and the rest are going to impress upon the concept butneglecting the worth of its application.

The truth is, having a good human being is not enough. As the employers desire to extract maximum from them, there is always a proportionate expectation from the workers as well. As such, a gap arises in the process as each of thembegin to look at it from different perspective, forgetting to consider the gulf between them.The lackadaisicalattitude of the employerin accommodating the needs and aspirations of its employees would surely create gaps, which would directly affect the employees’ productivity and the organization’s overall performance, thiswould ultimately affect the organization’s fortune. If the employer still remains rigid, thenit would reach a deadlock or impasse which would result in absenteeism, turnover, strikes, etc. The danger is, the lostemployees, who are highly competent, having broad knowledge, preponderant experience, etc., would become an excellent and valuable humanasset for the competitors.

But,the other side of the coin carries positive tools which can help both to connect the gaps scrupulously. Employers and employees are interdependent and can be well connected through good human relations only. Each employee has needs, desires, aspirations,etc., perhaps, different from the others.  An employer, having a clear understanding on these and acknowledges them by implementing various schemes and programs, would surely built a firm trust, confidence and loyalty of its employees. Building sound human relations is not a onetime action, but it is incessantprocess which requires active participation of both the employer and the employees. The evolution of many neo management concepts, viz.Motivation, Attitude, Values, Personality, Perception, Leadership, Workers participation in management, Collective bargaining, etc., has really opened the eyes of the employers to understand the sentiments of its employees. Sound human relations take place when there is a considerable exchange between the duo.

Among the many alternative tools, creating a balanced and healthy “Employee Welfare” will surely impress the employees, thereby, building trust and confidence, loyalty, commitment, high productivity and high employee satisfaction. Apart from the statutory provisions, progressive employercan createother facilities, services and amenities for the intellectual, physical and economic betterment of the employees, which in return, will enhance employees’ efficiency and productivity.

This realization has given the employers an insight on human resource retention, believing that investment on it would guarantee organizational growth, which is consistent. Those who fail to realize it are surely killing themselves unknowingly, definitely their growth in the long-run. As the competition rises, the importance of sound human relationis also gaining more attention. Many organizations are attentively awake in acquiring ample knowledge on it, with an intention of building or establishing sound human relations with its employees , as they look up to reach higher altitudes. Organizations will surely grow when there is healthy human relations between the employers and the employees.