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Human Relations Approach

The Hawthorne studies from 1924-1932 shook the foundations of classical management theory by showing that social and psychological factors, not just physical work conditions, influence employee morale and output. The studies found that non-economic rewards and sanctions significantly affect worker behavior and that workers form informal social groups that establish production norms and patterns. The conclusion was that organizations are social systems and workers react as members of groups rather than individuals.

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Sudhir Yadav
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806 views

Human Relations Approach

The Hawthorne studies from 1924-1932 shook the foundations of classical management theory by showing that social and psychological factors, not just physical work conditions, influence employee morale and output. The studies found that non-economic rewards and sanctions significantly affect worker behavior and that workers form informal social groups that establish production norms and patterns. The conclusion was that organizations are social systems and workers react as members of groups rather than individuals.

Uploaded by

Sudhir Yadav
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Human Relations Theory

Hawthorne studies formed the basis for the rise of human relations theory. These studies shook the foundations of classical approach i.e. concept of Economic Man and role of structure of formal organization. These studies were conducted in Western Electric Company at Hawthorne by the Harvard Business School. The studies were conducted in 4 phases-

Illumination Experiment(1924-27) To determine the effect of different levels of illumination on workers productivity. Relay assembly Test Room Experiment(1927) To observe the effect of various changes in working conditions on the workers output and morale.

Mass Interviewing Programme(1928-31) To explore employees feelings i.e. human attitudes and sentiments by talking to them. Bank Wiring Experiment(1931-32) To understand better how the norms that controlled each members output were established by workers social group (informal organization).

Conclusion

The social & psychological factors at the work place, not the physical conditions of work determine the employees morale and output. The organization is a social system.

Non Economic rewards and sanctions significantly affect the workers behavior, morale and output.

Workers are not inert individuals, they are social animals. Division of labour strictly on specialization is not necessarily the most efficient approach. The workers have tendency to form the small social groups (informal organization). The production norms and behavior patterns are set by such groups.

Workers react to management as members of informal group rather than individuals. Leadership style of supervision, communication, etc. play a central role in workers behaviour, satisfaction and productivity.

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