Of late, there has been widespread discussion on the issue of Human Relations Management (HRM). This article focuses on different perspectives of HRM. Efficient management of human resources is vital for the success of an organization. Thus, the HRD department should endeavor to keep the employees happy by involving them in the entire process of a project. It should also facilitate the employees' learning and promote creativity among them.

Before the discussion on human interaction begins, one must seek to operationally define the construct. It is suggested that the leaders of the organizations today, should begin to think of human resources and human capital from the perspective of human relations and adaptation. When one attempts to manage the interplay of humans, could he actually be hindering the productivity and creativity of the members of an organization through his management? In essence, do the workers of an organization need to be managed? By this it is not suggested that human resources simply allow the workers to run rampant without the guidance and instruction of the organizational leaders; however, it is suggested that promoting thinking, learning and creativity within an organization may enhance the productivity and the bottom line—the profits. This may also be accomplished with the people who enjoy their work at a much higher level.

Human resources management can be an elusive entity at the outset—it is strongly suggested that the leaders of today's global organizations attempt to define the level of management that is currently in use within the organization and attempt to operationally define the construct of the HRM for themselves on an individual basis. Operationally defining the construct may play a profound role in improving the productivity of the people who comprise an organization simply through an increased understanding of what the HRM means to their specific organization.

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