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Human Relations & Human Resources

Approach

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Classical Approach Doesn’t:

Account for individual needs of employees

Non-financial reward

Social interaction

Human Relations Approach

Hawthorne Studies Influenced transitions from classical

approach to human relations approach Illumination Studies

• Mayo interested in how changes in work environment would impact productivity

• Found unexpected results Hawthorne Effect

• The more attention given to someone, the more likely their behavior will change

• Social factors influence productivity

Maslow’s Hierarchy of Needs Theory

Humans are motivated by basic needs

Five Levels-lower order needs must be met before reaching higher needs

Continue shift of emphasis to social interaction and managerial attention in the workplace

Maslow’s Hierarchy of Needs Theory

1. Physiological– “living wage” to purchase food and clothing

2. Safety– Free from danger (safe working conditions)

3. Affiliation– Need to belong, social relationships with co-workers

4. Esteem– Sense of achievement and accomplishment (internal)– Compensation and reward (external)

5. Self-Actualization– Job that allows growth and creativity

Mcgregor’s Theory X and Theory Y

The assumptions managers have about the function of an organization– Theory X postulates the negatives about

human nature (pg. 40)-Classical approach– Theory Y postulates the positive about

human nature (pg. 41)-Human relations approach

– These categories are not mutually exclusive– Principles highlight human needs and

satisfaction with those needs being met

Human Relations Approach

Need for attention Social interaction Individual achievement

If management pays attention to these, worker productivity will increase!

Human Resources Approach

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Human Resources Approach Acknowledges contributions of the

classical and human relations approaches to organizing

Recognizes that individual labor is crucial in meeting organizational goals

Recognizes that individuals have feelings & needs

Emphasizes the employees’ cognitive contributions

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Recap on Human Relations Lack of research and data to support

relationship b/w fulfilling needs & satisfaction.

Hawthorne Studies served as springboard to Human Relations

Managers still control-fear of misuse & manipulation by management

Problem with relationship b/t worker satisfaction and productivity

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Flow Chart on H.R. Principle

Work Factors

SatisfactionFor Higher

Order Needs Job

Satisfaction

Produc-tivity

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Flowchart Disconnect?

The relationship b/w “job satisfaction” & “productivity” is suspect

Is “satisfied” the same as “content?” Are there other “things” that motivate us

to be productive besides satisfaction? Can you be satisfied and not

productive? Misuses of principles? (EX of PDM)

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Blake and Mouton’s Managerial Grid Tool for training managers in leadership

styles that would enhance organizational efficiency while stimulating individual creativity

Leaders are most effective when they exhibit a concern for workers and production (combines classical & human relations)

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Blake and Mouton’s Managerial Grid

5 prototype styles (pg. 52)– Impoverished (1,1)– Country Club (1,9)– Authority-Compliance (9,1)– Team (9,9)– Middle of the Road (5,5)

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Likert’s System IV Focus on organizational form that can

incorporate ideals of human resources Motivational factors, decision making, goal

setting, influence, performance Four types are more or less effective in

satisfying org. and individual goal– System I- Exploitive/Authoritative– System II- Benevolent/Authoritative– System III- Consultative– System IV- Participative organization

Linking Pin: An individual with membership in various work groups

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Communication Implications Content-task, social, & innovation Direction-all directions, team based,

free flow from various locations (challenge is to be able to access & utilize)

Channel-all sorts, value on which ever channel fits best to content

Style-informal-congruent with “all-direction team based” communication

Human Resource Organizations Today

Learning organizations– Emphasize mental flexibility– Team learning– A shared vision– Complex thinking– Personal mastery– Emphasizes participation and dialogue in the

workplace– Knowledge management (creation,

development, application)

Pfeffer’s Seven Practices of Successful Orgnizations

Employment security Selective hiring Self-managed teams & decentralization Comparatively high & contingent

compensation Extensive training Reduction of status differences Sharing information

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So, When is HR Appropriate?

Examples of Programs that stress team management and employee involvement– Japanese management systems– Scanlon Plan– TQM– Just in Time management

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When Doing HR, Consider This!

Know when team-based management is appropriate.

Consider the attitudes of top (and bottom) management.

Deal with cynicism about change. Understand the nature of empowerment. Facilitate the translation program (how to

create a new climate within the organizational culture.