COUNSELLING –GUIDING FOR POSITIVE EMPLOYEE RELATIONS

As we have seen in the preceding sections, if the problems relating to indiscipline, grievance and job stress are not effectively resolved, they invariably tend to lead to strained employee relations which, in turn, affect the performance and satisfaction levels of the organisation members. Several strategies have been suggested for resolving these problems. One thing, however, that emerges is that ultimately the individual employee's capacity and willingness to respond positively to a problem situation will determine the effect on organisational performance and individual well-being. The effective management of these problems presupposes development of problem solving orientation and positive attitudes to work and people among the employees. Counselling is primarily used for this purpose and, thus, it requires the status of an important managerial function.


Counselling is a professional form of interpersonal communication whose purpose is to assist the employees with which eventually to question the knowledge stores. It is a planned systematic intervention in the life of an individual who is capable of choosing the goal and the direction of his own development. Counselling, therefore, is aimed at maximising human freedom by increasing one's long term control over his environment and responses which are evoked by it. It is liberating in nature, develops responsible independence, increased autonomy and assists an individual to help himself.

Nature of counselling

Non-directive counselling is being more widely used in dealing with problem-employees who exhibit maladaptive behaviour in organisations. Counselling has been described as a helping relationship between the person seeking help (client) and the person providing help (counsellor). It uses a positive approach. The underlying assumptions of counselling are as follows:

(i) People can grow; they can improve. The counsellor must believe in the worth of the individual and in that person's ability to do better.
(ii) Counselling is an investment in the individual which will result in future pay offs for both the parties.
(iii) Counselling is a learning process. The client is encouraged to diagnose his own inadequacies and to become aware of the need for initiating corrective steps. The change achieved is more lasting than any change that is imposed.
(iv) Counselling involves confrontation. The client must learn to confront his own inadequacies and problems. The problems, therefore, will have to be brought out. Confrontation can cause stress, which is a necessary condition for change.
(v) Acceptance of an individual as he is by the counsellor is important. The client must be accepted as a worthy human being capable of growth and development.
(vi) Counselling is a continuous and time-consuming process that is likely to involve several sessions.
(vii) The effectiveness of counselling is determined by specific change in behaviour taking place in the client.