CUTI, BEVERLY NICOLE D.

15 JUNE 2017
BSCE 5 9:00-10:30 DAILY
BEHAVIORAL MANAGEMENT

The behavioral management theory is often called the human relations movement
because it addresses the human dimension of work.
Behavioral theorists believed that a better understanding of human behavior at work,
such as motivation, conflict, expectations, and group dynamics, improved productivity.

HAWTHORNE STUDIES
-conducted by Elton Mayo and Fritz Roethlisberger in the 1920s with the workers at the
Hawthorne plant of the Western Electric Company.
-The Hawthorne studies were part of a refocus on managerial strategy incorporating the
socio-psychological aspects of human behavior in organizations.

Two things emerged from the initial studies:

(1) The experimenter effect, and
(2) a social effect.

The experimenter effect was that making changes was interpreted by workers as a
sign that management cared, and more generally, it was just provided some mental
stimulation that was good for morale and productivity. The social effect was that it
seemed that by being separated from the rest and being given special treatment, the
experimentees developed a certain bond and camaraderie that also increased
productivity.

The second phase of the study, the Bank Wiring Room, was designed to study the
social effects. They called in some anthropologists from Harvard (Mayo, Warner) to
help design a study. Basically they put some workers in a special room, and placed an
observer full time in the room to record everything that happened. The kind of work
done was assembling telephone switching equipment. The process was broken down
into three tasks: wiring, soldering and inspection. The first few days, the workers
would not talk openly in front of the observer. It took three weeks for normal
behavior to resume. This included talking, fighting, playing games, binging, teasing,
job trading, helping, etc.

Besides looking at the social organization of the group, they kept track of
performance variables, like quality of work and amount of work. Even though they
were paid by the amount they did each day, they did not raise outputs. If somebody
tried, he was given a lot of flak by others. They were afraid that if some started
 producing more, the company would change the base rate. The back 3 wiremen
worked on selectors rather than connectors, which were easier. This was lower status.
Inspectors were more educated and slightly higher status, but were considered
outsiders and were not allowed to mess with the windows. Job trading revealed status
among groups (group1 has more status that group 2: use their solderman). Clique A
worked on connectors only, while clique B also had selectors. Clique A also engaged
in games of chance while clique B did binging. They purchased candy separately.
Clique A bought small amounts of expensive candy while Clique B did the opposite.
Functions of the Groups Internal Organization

1. Protect the group from internal indiscretions

2. Protect it from outside interference.

The studies suggested that employees have social and psychological needsalong with
economic and financial needswhich must be met in order to be motivated to complete
their assigned tasks. The human relations movement is concerned with
morale, leadership, and factors that aid in the cooperation of workers.
Hawthorne researchers hypothesized that choosing one's own coworkers, working as
a group, being treated as special (as evidenced by working in a separate room), and
having a sympathetic supervisor were reasons for increases in worker productivity.

ABILENE PARADOX

-The Abilene Paradox refers to a situation when a group makes a collective

decision that is counter to the thoughts and feelings of its individual members.
The Abilene Paradox occurs because individuals do not want to rock the boat or
be a killjoy, even though their perceptions of the other members feelings are
incorrect.

-The Abilene Paradox was introduced by management thinker Jerry B. Harvey,

Professor Emeritus of Management at The George Washington University, in an
article on the subject. It occurs because human beings have a natural aversion to
going against the feelings of a group - they want to conform socially. According
to Harvey, the paradox may be driven because individuals believe they will
experience negative attitudes or feelings if they speak up on a topic. Of course,
if no-one speaks up, the group will make a decision that is counter to the wishes
and feelings of the group.

-it all began one sizzling afternoon in Texas with a family game of dominoes, a
1958 Buick, and a cafeteria in Abilene. (From there, this term for the phenomenon
of false consensus made its way into boardrooms and workplaces everywhere.)
 Harvey first encountered the paradox more than thirty years ago when he, his wife
and her parents agreed to take a four-hour trip though 100-degree Texas heat in an un-air-
conditioned 1958 Buick just to eat dinner in Abilene. It was only after returning home to
Coleman, Texashot, tired, and cranky that the group discovered that no one had wanted to
go. But each had assumed the others did, and so had acted against his or her better judgment.

I just went along because the three of you were so enthusiastic about going,
Jerrys mother-in-law said after they got home. Jerrys wife told him much the same thing. You
and Daddy and Momma were the ones who wanted to go. I just went along to keep you happy.
Jerrys father-in-law said, I never wanted to go to Abilene. I just thought you might be bored.
And Jerry himself said, I didnt want to go. I only went to satisfy the rest of you. Youre the
culprits.

MASLOWS HIERARCHY OF NEED

-Abraham Maslow, a practicing psychologist, developed one of the most

widely recognized need theories, a theory of motivation based upon a
consideration of human needs. His theory of human needs had three
assumptions:

Human needs are never completely satisfied.

Human behavior is purposeful and is motivated by the need for satisfaction.
Needs can be classified according to a hierarchical structure of importance, from
the lowest to highest.

Maslow broke down the needs hierarchy into five specific areas:

Physiological needs. Maslow grouped all physical needs necessary for maintaining basic
human wellbeing, such as food and drink, into this category. After the need is satisfied,
however, it is no longer is a motivator.
Safety needs. These needs include the need for basic security, stability, protection, and
freedom from fear. A normal state exists for an individual to have all these needs
generally satisfied. Otherwise, they become primary motivators.
Belonging and love needs. After the physical and safety needs are satisfied and are no
longer motivators, the need for belonging and love emerges as a primary motivator. The
individual strives to establish meaningful relationships with significant others.
Esteem needs. An individual must develop selfconfidence and wants to achieve status,
reputation, fame, and glory.
Selfactualization needs. Assuming that all the previous needs in the hierarchy are
satisfied, an individual feels a need to find himself.

Maslow's hierarchy of needs theory helped managers visualize employee motivation.

Each level of Maslow's hierarchy outlines a specific category of need, each of which must be
accomplished in a bottom-up order. Managers should correlate their managerial style with the
needs of their employees.

At the bottom of the pyramid are the physiological (or basic) needs of a human being: food,
water, sleep, and sex. The next level is safety needs: security, order, and stability. These two
levels are important to the physical survival of the person. Once individuals have basic nutrition,
shelter, and safety, they attempt to accomplish more.

The third level of need is love and belonging, which are psychological needs; when individuals
have taken care of themselves physically, they are ready to share themselves with others, such as
with family and friends. The fourth level is achieved when individuals feel comfortable with
what they have accomplished. This is the esteem level, which includes the need to feel
competent and recognized, such as through status and level of success. Then there is
the cognitive level, where individuals intellectually stimulate themselves and explore.

After that is the aesthetic level, which includes the need for harmony, order, and beauty.
At the top of the pyramid, self-actualization occurs when individuals reach a state of harmony
and understanding because they have achieved their full potential. Once people have reached the
self-actualization stage they focus on themselves and try to build their own image. They may
look at this in terms of feelings such as self-confidence, or by accomplishing a set goal.

Maslow's Hierarchy of Needs relates to organizational theory and behavior because it explores a
worker's motivation. For example, some people are prepared to work just for money, but others
like going to work because of the friends they have made there or the fact that they are respected
by others and recognized for their good work. One conclusion that can be made from Maslow's
Hierarchy of Needs in the workforce is, "If a lower need is not met, then the higher ones are
ignored." For example, if employees are worried that they will be fired, and have no job security,
they will be far more concerned about capital accumulation and ensuring their lower rungs can
continue to be met (paying rent, paying bills, etc.) than about friendship and respect at work.
 However, if employees are wealthy enough to fulfill their basic needs, praise for good work and
meaningful group relationships may be a more important motivation.
If a need is not met, staff may become very frustrated. For example, if someone works hard for a
promotion and does not achieve the recognition they want, they may become demotivated and
put in less effort. When a need is met it will no longer motivate the person, but the next need in
the hierarchy will become important to that person. Keep in mind that it is not quite as simple in
reality as in a model, and that individuals may have needs that are more complex or difficult to
quantify than the hierarchy suggests. Managers must be perceptive and empathetic to their
employees, they must listen to what their needs are and work to fulfill them.

The general needs in Maslow's hierarchy include physiological needs (food and clothing),
safety needs (job security), social needs (friendship), self-esteem, and self-actualization.
Maslow's Hierarchy of Needs relates to organizational theory and behavior due to its
exploration of worker motivation, enabling better managerial practices and higher job
satisfaction.
Managers must be perceptive and empathetic to their employeesthey must listen to what
their employees' needs are and work to fulfill them.

HERZEBERG MOTIVATIONAL STUDY

What do people want from their jobs? Do they just want a higher salary? Or do
they want security, good relationships with co-workers, opportunities for growth
and advancement or something else altogether?

This is an important question, because it's at the root of motivation - the art of
engaging with members of your team in such a way that they give their very best
performance.

The psychologist Fredrick Herzberg asked the same question in the 1950s and 60s
as a means of understanding employee satisfaction. He set out to determine the
effect of attitude on motivation, by asking people to describe situations where
they felt really good, and really bad, about their jobs. What he found was that
people who felt good about their jobs gave very different responses from the
people who felt bad.

These results form the basis of Herzberg's Motivation-Hygiene Theory

(sometimes known as Herzberg's Two Factor Theory). Published in his famous
article, "One More Time: How do You Motivate Employees," the conclusions he
drew were extraordinarily influential, and still form the bedrock of good
motivational practice nearly half a century later.

According to Herzberg, the opposite of Satisfaction is No satisfaction and the

opposite of Dissatisfaction is No Dissatisfaction.
Herzberg classified these job factors into two categories

a. Hygiene factors- Hygiene factors are those job factors which are essential for existence of
motivation at workplace. These do not lead to positive satisfaction for long-term. But if
these factors are absent / if these factors are non-existant at workplace, then they lead to
dissatisfaction. In other words, hygiene factors are those factors which when
adequate/reasonable in a job, pacify the employees and do not make them dissatisfied.
These factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or
maintenance factors as they are required to avoid dissatisfaction. These factors describe
the job environment/scenario. The hygiene factors symbolized the physiological needs
which the individuals wanted and expected to be fulfilled. Hygiene factors include:

Pay - The pay or salary structure should be

appropriate and reasonable. It must be equal
and competitive to those in the same industry
in the same domain.
Company Policies and administrative policies
- The company policies should not be too
rigid. They should be fair and clear. It should
include flexible working hours, dress code,
breaks, vacation, etc.
Fringe benefits - The employees should be
offered health care plans (mediclaim),
benefits for the family members, employee
help programmes, etc.
Physical Working conditions - The working
conditions should be safe, clean and hygienic.
The work equipments should be updated and
well-maintained.
Status - The employees status within the
organization should be familiar and retained.
Interpersonal relations - The relationship of
the employees with his peers, superiors and
 subordinates should be appropriate and
acceptable. There should be no conflict or
humiliation element present.
Job Security - The organization must provide
job security to the employees.

b. Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as

motivators. The motivational factors yield positive satisfaction. These factors are inherent
to work. These factors motivate the employees for a superior performance. These factors
are called satisfiers. These are factors involved in performing the job. Employees find
these factors intrinsically rewarding. The motivators symbolized the psychological needs
that were perceived as an additional benefit. Motivational factors include:
Recognition - The employees should be praised and recognized for their
accomplishments by the managers.
Sense of achievement - The employees must have a sense of achievement. This
depends on the job. There must be a fruit of some sort in the job.
Growth and promotional opportunities - There must be growth and advancement
opportunities in an organization to motivate the employees to perform well.
Responsibility - The employees must hold themselves responsible for the work.
The managers should give them ownership of the work. They should minimize
control but retain accountability.
Meaningfulness of the work - The work itself should be meaningful, interesting
and challenging for the employee to perform and to get motivated.

Herzberg's findings revealed that certain characteristics of a job are consistently related to job
satisfaction, while different factors are associated with job dissatisfaction. These are:

Factors for Satisfaction Factors for Dissatisfaction

Achievement Company policies
Recognition Supervision
The work itself Relationship with supervisor and peers
Responsibility Work conditions
Advancement Salary
Growth Status
Security

The conclusion he drew is that job satisfaction and job dissatisfaction are not opposites.

The opposite of Satisfaction is No Satisfaction.

The opposite of Dissatisfaction is No Dissatisfaction.

Remedying the causes of dissatisfaction will not create satisfaction. Nor will adding the factors
of job satisfaction eliminate job dissatisfaction. If you have a hostile work environment, giving
someone a promotion will not make him or her satisfied. If you create a healthy work
environment but do not provide members of your team with any of the satisfaction factors, the
work they're doing will still not be satisfying.

According to Herzberg, the factors leading to job satisfaction are "separate and distinct from
those that lead to job dissatisfaction." Therefore, if you set about eliminating dissatisfying job
factors, you may create peace but not necessarily enhance performance. This placates your
workforce instead of actually motivating them to improve performance.

The characteristics associated with job dissatisfaction are called hygiene factors. When these
have been adequately addressed, people will not be dissatisfied nor will they be satisfied. If you
want to motivate your team, you then have to focus on satisfaction factors like achievement,
recognition and responsibility.

To apply the theory, you need to adopt a two-stage process to motivate people. Firstly, you need
to eliminate the dissatisfaction they're experiencing and, secondly, you need to help them find
satisfaction.

Step One: Eliminate Job Dissatisfaction

Herzberg called the causes of dissatisfaction "hygiene factors." To get rid of them, you need to:
Fix poor and obstructive company policies.
Provide effective, supportive and non-intrusive supervision.
Create and support a culture of respect and dignity for all team members.
Ensure that wages are competitive.
Build job status by providing meaningful work for all positions.
Provide job security.

All of these actions help you eliminate job dissatisfaction in your organization. And there's no
point trying to motivate people until these issues are out of the way!

You can't stop there, though. Remember, just because someone is not dissatisfied, it doesn't
mean he or she is satisfied either! Now you have to turn your attention to building job
satisfaction.

Step Two: Create Conditions for Job Satisfaction

To create satisfaction, Herzberg says you need to address the motivating factors associated with
work. He called this "job enrichment." His premise was that every job should be examined to
determine how it could be made better and more satisfying to the person doing the work. Things
to consider include:
 Providing opportunities for achievement.
Recognizing people's contributions.
Creating work that is rewarding and that matches people's skills and abilities.
Giving as much responsibility to each team member as possible.
Providing opportunities to advance in the company through internal promotions.
Offering training and development opportunities, so that people can pursue the positions they
want within the company.

Limitations of Two-Factor Theory

The two factor theory is not free from limitations:

1. The two-factor theory overlooks situational variables.

2. Herzberg assumed a correlation between satisfaction and productivity. But the research
conducted by Herzberg stressed upon satisfaction and ignored productivity.
3. The theorys reliability is uncertain. Analysis has to be made by the raters. The raters
may spoil the findings by analyzing same response in different manner.
4. No comprehensive measure of satisfaction was used. An employee may find his job
acceptable despite the fact that he may hate/object part of his job.
5. The two factor theory is not free from bias as it is based on the natural reaction of
employees when they are enquired the sources of satisfaction and dissatisfaction at work.
They will blame dissatisfaction on the external factors such as salary structure, company
policies and peer relationship. Also, the employees will give credit to themselves for the
satisfaction factor at work.
6. The theory ignores blue-collar workers. Despite these limitations, Herzbergs Two-Factor
theory is acceptable broadly.

Implications of Two-Factor Theory

The Two-Factor theory implies that the managers must stress upon guaranteeing the adequacy
of the hygiene factors to avoid employee dissatisfaction. Also, the managers must make sure
that the work is stimulating and rewarding so that the employees are motivated to work and
perform harder and better. This theory emphasize upon job-enrichment so as to motivate the
employees. The job must utilize the employees skills and competencies to the maximum.
Focusing on the motivational factors can improve work-quality.