The Human Relation Approach

Let us discover the context of

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The Hawthorne experiments

- The turning point in the development of the human relations movement (‘behavioural’ and ‘informal’ are
alternative headings sometimes given to this approach) came with the famous experiments at the Hawthorne
plant of the Western Electric Company near Chicago, America (1924–32) and the subsequent publication of
the research findin
- Among the people who wrote about the Hawthorne experiments was Elton Mayo (1880–1949), who is often
quoted as having been a leader of the researchers

- There were four main phases to the Hawthorne experiments:

• the illumination experiments;
• the relay assembly test room;
• the interviewing program;
• the bank wiring observation room.
 The Hawthorne experiments
The illumination experiments

The original investigation was conducted on the lines of the classical approach and was con- cerned, in
typical scientific management style, with the effects of the intensity of lighting upon the workers’
productivity.

The results were inconclusive, as production in

Expermental the experimental group varied with no apparent
group relationship to the level of lighting, but actually
increased when conditions were made much
+ worse. Production also increased in the control
Control group group although the lighting remained
unchanged.

The level of production was influenced, clearly, by factors other than changes in physical
conditions of work. This prompted a series of other experiments investigating factors of
worker productivity.
 The Hawthorne experiments
The relay assembly test room
In the relay assembly test room the work was boring and repetitive. It involved assembling telephone relays by
putting together a number of small parts.

- Experimental groupe : Six women workers were transferred from their normal departments to a separate
area : The researchers selected two assemblers who were friends with each other. They then chose three other
assemblers and a layout operator

Experimentation: The experiment was divided into 13 periods during which the workers were subjected to a
series of planned and controlled changes to their conditions of work, such as hours of work, rest pauses and
provision of refreshments. The general environ- mental conditions of the test room were similar to those of the
normal assembly line

Particularity : During the experiment the observer adopted a friendly manner, consulting the workers, listening
to their complaints and keeping them informed of the experiment.

The researchers formed the conclusion that the extra attention given to the workers, and the apparent
interst in them shown by management, were the main reasons for the higher productivity. This is become
famous as the “Hawthorne Effect”
 The Hawthorne experiments
The interviewing program;
The lighting experiment and the relay assembly test room drew attention to the form of supervision as a contributory factor to
the workers’ level of production

In an attempt to find out more about the workers’ feelings towards their supervisors and their general conditions of work, a
large interviewing program was introduced

Experimentation : More than 20,000 interviews were conducted before the work was ended because of the depression
the interviewers found out far more about
The interviewers approached their task with a set of wanted to talk about issues other the workers’ true feelings and attitudes
prepared questions, relating mainly to how the than just supervision and (supervision and working conditions, the
workers felt about their jobs. immediate working conditions company itself, management, work group
relations and matters outside of work such
as family life and views on society in
general

• The interviewing program was significant in giving an impetus to present-day human resource management and the use of counselling
interviews, and highlighting the need for management to listen to workers’ feel ings and problems. Being a good listener is arguably even
more important for managers in today’s work organizations and it is a skill which needs to be encouraged and developed
 The Hawthorne experiments
The bank wiring observation room.
Experimentation : the observation of a group of 14 men working in the bank wiring room

the men formed their own informal organization with sub- groups or cliques, and with natural leaders emerging with the
consent of the members

The group developed its own pattern of informal social relations and ‘norms’ of what constituted ‘proper’ behaviour.

Despite a financial incentive scheme where the workers could receive more money the more work produced, the group decided
on a level of output well below the level they were capable of producing.

Group pressures on individual workers were stronger than financial incentives offered by management. The group believed
that if they increased their output, management would raise the standard level of piece rates. “The importance of group
‘norms’ and informal social relations”
Let’s summarize
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Let us test our knowledge
• Explain the main outputs of the classical schol and it’s limits
• Explain the difference between the classical approach and the Human Approach,
• The turning point in the development of the human relations movement (‘behavioural’ and ‘informal’
are alternative headings sometimes given to this approach) came with the famous experiments at the
Hawthorne plant of the Western Electric Company near Chicago, America (1924–32) and the
subsequent publication of the research findings.
Explain the four main phases to the Hawthorne experiments.
 *Critical reflexion*
‘The human relations approach to organizations and management makes all the right sounds with an emphasis
on humane behavior, considerate management and recognition of the informal organization. However, it is more
about what people would like to believe and lacks credibility and substance.’
To what extent do the criticisms and shortcomings of the human relations approach detract from its potential
benefits?
The Neo human Approach
 The Neo-human
The results of the Hawthorne experiments and the subsequent attention given to the social
organization and to theories of individual motivation gave rise to the work of those writers in the
1950s and 1960s who adopted a more psychological orientation.

New ideas on management theory arose and a major focus of concern was the personal adjustment of
the individual within the work organization and the effects of group relationships and leadership
styles
 The Neo human Approach
Hierarchy of Human needs.

A need is a physiological or psychological deficiency a person feels

compelled to satisfy

• Need levels:
• Physiological
• Safety
• Social
• Esteem
• Self-actualization
 The Neo human Approach
Hierarchy of Human needs.
Figure : Maslow’s hierarchy of human needs
Let’s summarize
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 The Neo human Approach
Hierarchy of Human needs.
• Maslow’s theory of human needs
• Deficit principle
• A satisfied need is not a motivator of behavior
• Progression principle
• A need becomes a motivator once the preceding lower-level need is satisfied
• Both principles cease to operate at self-actualization level
 The Neo human Approach
Theory X and Y

McGregor’s Theory X assumes that workers:

• Dislike work
• Lack ambition
• Are irresponsible
• Resist change
• Prefer to be led
 Takeaway 2: Behavioral Management Approaches
The Neo human Approach
Theory X and Theory Y

McGregor’s Theory Y assumes that workers are :

• Willing to work
• Capable of self control
• Willing to accept responsibility
• Imaginative and creative
• Capable of self-direction
 Takeaway 2: Behavioral Management Approaches
The Neo human Approach
Theory X and TheoryY

Implications of Theory X and Theory Y:

• Managers create self-fulfilling prophecies
• Theory X managers create situations where workers become
dependent and reluctant
• Theory Y managers create situations where workers respond with
initiative and high performance
• Central to notions of empowerment and self-management
Let’s summarize
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 The T
The Neo human Approach
The two Factor Theory
• Hygiene factors: These factors are related to the work environment and
include aspects such as salary, job security, company policies,
supervision, and working conditions
• Motivational factors: These factors are related to the nature of the work
itself and include aspects such as achievement, recognition,
responsibility, growth opportunities, and the work itself.
Let’s summarize
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