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| Title | Labor Management in Agriculture: Cultivating Personnel Productivity - (2nd Ed, 2004) - Chapter 12 |
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| File Information | Interpersonal relationships, on and off the job, have an important place in labor management. In this chapter we tried to understand interpersonal relationships on the job. We also looked at personal and cultural differences affecting interpersonal relations. Strokes tend to validate a person’s sense of worth. Most employees expect some stroking exchange, or ritual, before getting down to business. Being able to hold a conversation—a key workplace and interpersonal skill—is based on the participant’s ability to give and take. Everyone brings a set of “inputs” or “assets” to the job. Little trouble may occur as long as there is agreement about the value of these assets. Individuals who want to preserve the benefits of their assets, whether personal or organizational, need to value the assets held by others. Among the many activities in which supervisors are involved, employee counseling is one of the most difficult. It is often too natural and easy to use an expert or directive mode, even when an active listening approach would be more effective. A good listener helps by letting people get problems off their chest, rather than by solving specific challenges for others. |
| Author |
Billikopf, Gregorio
Area Farm Advisor emeritus
Labor management in agriculture: employee productivity (employee selection and testing, piece-rate pay design, incentive pay, internal wage structure and quality control); interpersonal mediation (co-worker mediation, supervisor-subordinate mediation, communication, interpersonal negotiation skills, effective listening); and supervisor training (employee discipline, praise, performance appraisal). |
| Publication Date | Jan 2, 2004 |
| Date Added | May 1, 2009 |
| NALT Keywords |