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Human And Neo Human Relations

Transition from Scientific Management to Human Relations

Scientific Management
focused on productivity and profit workers were viewed as extensions of the machine time/motion studies division of work

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OUTCOME
did not address the emotional and social needs of employees resulted in worker apathy, boredom, low creativity, wasted human resources

Human Relations Theory

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Essential Concept Leaders need to understand workers as human beings with social and emotional needs

Principles

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Employee satisfaction increases productivity. A network of human relations exists in any workplace environment. The workplace environment should focus on needs of employees. The feelings of people are as important as the logical and economic aspects of an organization. Management requires effective social skills.

Human relation Theorist

George Elton Mayo 1880-1949 Successful Academician Clinical Psychologist Public Speaker Hawthorne Studies

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Hawthorne Studies

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1927-1932 Western Electric Hawthorne Works Purpose: to study productivity and work conditions Researchers desired to find what kind of changes would influence productivity

Hawthorne Studies
6 women from an assembly line

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Segregated them from the rest of the factory Put them under the eye of a supervisor (a friendly observer) Made frequent changes to their working conditions Always discussed and explained the changes in advance

Results of Studies

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The women became a team Felt they were working under less pressure Developed an increased sense of responsibility Greater productivity

THE HAWTHORNE EFFECTof Institution Name

The need for recognition, security and sense of belonging is more important than the physical conditions under which the employee works. ATTENTION = PRODUCTIVITY

Neo-Human Relation Theorist

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Abraham Maslow 1908-1970 Neo-Human Relation Theorist Investigations of human behavior occurred between 1939 and 1943 Individuals are born with innate needs

Maslows Need Hierarchy Theory

Characteristics of needs

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When lower-order need is satisfied, a higher-order need appears that needs to be satisfied  Order of needs from lowest to highest  The lower the need, the > its strength, potency, or priority  Higher needs also appear later in ones life


Maslows Model

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Maslow's Need Hierarchy Theory

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Physiological Needs: Food, water, shelter etc. Can be satisfied through organizational efforts and incentives as adequate wages and salaries, working conditions, rest rooms, bonus and fringe benefits. Security and safety needs: security and stability. Can be satisfied through managements initiatives like life insurance, job security, pension plans, cost of living increments etc.

Maslow's Need Hierarchy Theory

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Social Needs: Sense of belongingness and acceptance which includes friendship , affection and social interaction Can be satisfied by management through coffee breaks, recreational activities, informal work groups etc. Esteem Needs: feeling of satisfaction and achievement and recognition for such achievement.

Maslow's Need Hierarchy Theory

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Self-actualization needs: To realize ones capacities and potentialities to the fullest extent possible. Person seeks challenging work assignments that allow for creativity and opportunities for personal growth and advancement .

Neo-Human Relation Theorist

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Frederick Herzberg 1923 2000 Pioneer of Motivation Work itself can be a motivator Originator of Motivation-Hygiene Theory

HERZBERGs Theory

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HERZBERG isolated two different sets of factors affecting motivation and satisfaction at work. 1. Hygiene or Maintenance Factors Concerned basically with job environment. 2. Motivational or Growth Factors Concerned with job content

Herzbergs Motivation-Hygiene Theory

Hygiene Factors
Company Policy & Administration Supervision Interpersonal Relations Working Conditions Salary, Status, and Security

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Motivation Factors
Achievement Recognition Work Itself Responsibility Advancement and Growth

Neo-Human Relation Theorist

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Douglas McGregor 1906-1964 Wrote The Human Side of Enterprise (1960) Coined the terms Theory X and Theory Y: Ways of viewing people and their motivation

McGregors Theory X Theory Y

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McGregor argued that a managers assumption about the role of employees determines his behaviour towards them He put forward two suppositions called Theory X and Theory Y which are based on popular assumptions about work and people.

McGregors Theory X
THEORY X ASSUMPTIONS

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People do not like work and try to avoid it. People need to be directed , controlled and threatened with punishment in order to move them to work An average person is lazy, avoid responsibility, prefer to be directed, has little ambition and want his own security Most people avoid leading and want to be led and supervised.

McGregors Theory Y
THEORY Y ASSUMPTIONS

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People do not naturally dislike work; work is a natural part of their lives. People are internally motivated to reach goals to which they are committed. People are committed to goals to the degree that they receive personal rewards and reward of appreciation and recognition when they reach their objectives.

McGregors Theory Y

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THEORY Y ASSUMPTIONS People will seek and accept responsibility under favourable conditions. People have the capacity to be innovative in solving organisational problems. People are bright, but generally their potentials are under-utilised. People seek leadership roles in preference to the security of being led