Background and Introduction:
Human relations and motivation of workers in public service is a significant human relation scenario at workplace that requires training of workers and administrators especially in the Liberian society. These concepts are so significant that they can destroy the image of the entity or result to dignifying the organization, or lead to productivity. At one time, employees were considered just another input in the production of goods and services. What perhaps changed this way of thinking about employees was research done through the Hawthorne Studies, conducted by Elton Mayo (Oribabor, 2000). The Hawthorne studies began the human relations approach to management, whereby the needs and motivation of employees became the primary focus of managers. Motivation has been the focus of many studies due to its crucial role in determining how people choose to use their limited and precious time and energy. Theories have developed with the goal of understanding how humans are motivated and to what ends motivation can be used. The interest in human motivation can be traced as far back as historical records go, and what motivates humans continues to intrigue us. Greek philosophers; medieval writers, such as Saint Augustine; nineteenth – century Europe philosophers; and Eastern thinkers of many centuries all have proposed more or less complete theories about motivation(Berry, 1998). Moreover, public service motivation may be understood as an individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations (Rainey 1982). This paper discussed those human relation issues like motivation, job satisfaction and performance. Specific cases of human relations in the context of Liberia are discussed.
Fredrick Taylor Human Relations Context:
Friedrick Taylor was an American and one of the early management consultants in the world that believed in “industrial efficiency” (Wall Street Journal, 1997). He believed that by nature man is lazy therefore all his activities must be regimented and set in strict framework with the emphasis of time. Taylor understanding was the “Machine Approach”. Man must work like a machine. That is why his concept is referred to as “Scientific Management”. Fredrick Scientific Management concepts have been critique and there are other schools like the theory “Y” concept that brings a good relationship with the employer and employee. Theory “Z” has been considered the best and it is extremely applicable in Japan. Let me give you some analysis on the Liberia Human relation factors.
Motivation and Job Performance:
Motivation: It is typified as an individual phenomenon. Every person is unique and all the major theories of motivation allow for this uniqueness to be demonstrated in one way or another (Mullins, 1996). Motivation is also the arousal and the force of an individual to engage in desired behavior. It concerns action, and the internal and external forces which influence a person’s choice of action. There are two types of motivation: Intrinsic and Extrinsic. The intrinsic motivation relates to psychological rewards such as the opportunity to use one’s ability while the extrinsic motivation is related to tangible rewards such as salary and fringe benefits, security, promotion, contrast of service, the work environment and conditions of work. Additionally, (Osterloh and Frey, 2000), stated that employees are extrinsically motivated if they satisfy their needs indirectly, especially through monetary compensation. Job satisfaction is not the same as motivation. Job satisfaction is more of an attitude, an internal state. It means therefore, many of the Liberians who misbehave at their workplaces without exerting professional skills, doesn’t necessarily mean they are satisfied or not but rather they have an awkward attitude at work place. There are many propositions which states that satisfaction leads to performance but sometimes it may not be the case. Therefore, motivation, job satisfaction and performance are crucial concepts related to work place that require considerate efforts if work attitude must be enhanced.
HUMAN RELATIONS AND MOTIVATION AT THE LIBERIA WORKPLACES: SOME CASES
Let me illustrate some classical examples of human relation at Liberian workplaces:
TAXI DRIVERS: When you ask the taxi drivers about direction, they will not answer. In fact, they demand the charge that does not conform to the government transport arrangement. When you refused while they are driving, they harshly demand you to get out of the car. This is why in most cases; they refused to pick up the University of Liberia students because some of the students always have their government transportation regulation in their bag or pocket to show it to them at any point. In most restaurants, when you enter, the waiter or waitress will sit and wait upon you until you send for them. If you sometime make an error to ask for something that is not in the restaurant, they will say “what brought you here” or tell you something that will not be encouraging.
HEALTH CARE WORKER & JOHN F. KENNEDY: Some of the health care workers (Nurse, Registrar, and Physician Assistant) believed that the patients who are the victims must show respect at all times. Some of them have stated that they are not motivated by the administrators of their various health centers while it has been observed that their awkward actions come from their behavioral pattern. In early April, 2011, I went to visit a patient at John F. Kennedy Maternity Hospital, a lady who was a nurse aid or a medical practitioner insulted a visitor until I told her, “the lady has already apologized to you just leave her alone”. The medical practitioner continued to insult the lady until she had to suspend her visit. On the other hand, there was a medical practitioner who said she enjoyed working with her patient and their family in fact, she allows her phone to be used by all patients at all times, whenever there is a need .
Let it be noted that psycho-socio training is the foundation of the medical discipline, therefore all medical associates respect the psycho-social foundation in the medical field. It serves as the conduit for promoting the human relation factor of life.
TOTAL GAS STATION OFFICE: At the TOTAL office around LPRC, a lady in the customer service made me to buy the TOTAL card twice simply because she did not explain the process well to me. When I told her, she begun to yell, saying “You were not paying attention, just buy another one, Mr. Man.” I did not have cash on hand, thereafter; I had to lobby with a decent lady who works in the customer service to assist me. She did professionally what I requested her to do for my second card and her cash was refunded later.
DSTV OFFICE: It was so funny and discouraging when two men assuming to be in their fifties went early in the morning, precisely at 9 A.M. in the morning to transact. They were thrown out because according to the workers it was too early and they were not ready to start job. I hope my analysis will not be taken out of context, meaning it is politics. It was difficult to confirm whether they were motivated or not. But the human relation with the customer was not encouraging with the men.
CONCLUSION: Human relation is a unique attribute to workplace. Motivation, Job satisfaction and Performance are characteristics of human relation factors that can stimulate or enhance productivity. Productivity is about the relationship between quantity/quality of goods/services produced and the quantity of resources used to produce them (Onyeonoru, 2005). Workers must ensure that the maximum productivity is yielded. Therefore, it is the responsibility of the management that all the core issues with human relations are settled within the workplace. Liberian workers will have to be more committed and ready to pay attention to duty. Let it be noted that the buyer and seller must respect each other. But, interestingly once there is competition in the market, the buyer will have many options; therefore it is incumbent upon the seller to exert the basic strategic human relations framework.
