Parallel to the evolution that has occured in the business world in decades past, is the evolution of views on participative leadership among managers. Participative leadership refers to the manner in which employers have come to treat their employees. This treatment has evolved from days of traditional, autocratic relationships- in which employees were told exactly what tasks to do, without regard to their feelings or what intelligent input could be made- to today's spectrum of treatment defined by two terms, human relations and human resources. Managers' approaches today, now consider, not only the employees feelings, but the potential added benefits they might be able to bring to the firm. The difference between human relations and human resources lies in the goals and expectations of the manager. With human relations, the manager's primary concern is red
Ultimately, the human resources model will prevail. This method leads to continuous improvement with innovation and efficiency, as individual employees are challenged to solve problems the best way they can. This challenge is not one that one employee might face on his own, as one manager might face on his own, but is shared among a team in which ideas can be explored and unlimited to the capabilities of just one person. Evidence of one's efforts becomes more tangible if it is not just the result of an order or direction, but that of one's own ideas. And as a result, greater feelings of accomplishment and satisfaction arise, bringing greater loyalty to the company and respect for all of those in it.
ucing employee resistance to authority with the satisfaction of the employee's basic needs to feel accomplishment and belonging in the company; secondary is the
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