人力关系理论、经典理论和人力资源感知是组织在管理中经常使用的一些理论，可以定义员工与管理人员之间的关系(Miller, 2014)。例如，硅谷的许多公司都与人际关系理论有关。人际关系模式在创业社区中很受欢迎，因为它可以帮助员工互相沟通。此外，它可以满足健壮协作的需求，并通过在组织中使用这种模型来提高生产力。由于我还没有正式加入任何组织，因此，在本文中，我将以我朋友的一个组织Autohome Inc.为例，来讨论一个采用这种模式的组织。该公司在其业务模式中集成了灵活和开放的办公室处理员工关系的方法。我的朋友王已经在公司实习了一段时间，对工作模式有了清晰的把握。我们花了相当多的时间探索公司在中国北京的办公室和工作空间。
综上所述，Autohome Inc.作为一个model organization的成功与其在人力资源管理中运用human relations model紧密相关。它清楚地表明，当员工有足够的自由来改进产品时，他们的工作效率会更高。创新往往是一个人创造性思维能力的功能。当员工被赋予分享知识、试验新想法、犯错误并从中吸取教训的自由时，效率得到了最好的利用。管理者不应该把单方面的决定强加于员工，而应该提供战略方向，给员工灌输信心，从而创造创新的产品。汽车之家的使命包括两部分。首先，它需要给他们的观众最好的和最新的汽车信息。其次，汽车之家的作用是让最优秀的员工做最好的工作，同时奖励他们的创新、创造力和生产力。
Human resource management and interpersonal relations within the work are essential components of any organization’s productivity and success. The realization that people are the most important assets of any organization has seen significant evolution from the traditional classical models of human resource management to the modern worker-oriented human relations model. Proponents of the human relations model consider it as a way of addressing the different needs of employees and the diversity of operations that confront the modern organizations.
The human relations theory, the classical theory, and the human resource perception are some of the theories that organizations frequently employ in their management, which can define the relationship between the staffs and the management (Miller, 2014). Various companies in Silicon Valley, for instance, have been associated with the human relations theory. The human relations model enjoys a great popularity among the startup communities, because it can help the staffs to communicate with each other. In addition, it can satisfy the needs for robust collaborations, and enhance productivity by using this kind of model in organizations. Due to the fact that I have not been officially enrolled in any organization yet, therefore, in this paper, I will take one of my friend’s organizations, namely the Autohome Inc., as an example to discuss an organization that has employed this model. It has integrated a flexible and open office approach to employee relations in its business model. My friend, Wang, has interned at the company for a period of time and therefore has a clear grasp of the working model. We have spent a considerable amount of time exploring the company’s office and workspace in Beijing, China.
We further acknowledged that Autohome Inc. has achieved satisfactory results by encouraging positive human association at the workplace. This is due to the awareness that the success of the company hangs on using many new ways to show automobile information to their customers and that the network visitors greatly depend on its corporate culture and excellent work ethics.
To sum up, the success of Autohome Inc. as a model organization is closely linked with the utilization of the human relations model in the management of its human resource. It clearly indicates that employees work more productively when they are given adequate freedom to improve the products. Innovation is often the function of a person’s ability to think creatively. It is best exploited when employees are granted the freedom to share knowledge, experiment with new ideas, make mistakes and thence learn from the failures. As opposed to forcing unilateral decisions on the employees, the management should merely provide strategic direction and instill confidence in the employees so as to build innovative products. Autohome’s mission consists of two parts. Firstly, it needs to give their viewer the best and newest automobile information. Next, Autohome’s role is to let the best employees do the best job and reward them for their innovation, creativity and productivity at the same time.