ABSTRACT
It is no part of the writer’s intention to describe in detail the variety of ways in which companies of the Royal Dutch/ Shell Group are trying to humanise the workplace. The companies of the Royal Dutch/Shell Group were no exception, and it rapidly became evident to many Shell managers that the values, attitudes and management styles that had served them well in the past were being called increasingly into question by their employees and by society at large. It is this interrelationship that makes it difficult to discuss the humanisation of the workplace as a single subject. There are probably three main reasons for this. First, the people in the two organisations are different, and there will inevitably be perceptible differences in their attitudes, aspirations, and so on. Second, their environments and their communications with them are unlikely to be identical. Third, there is the matter of psychological commitment to change.
