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Human Relations &

Human ResourcesApproach

Chapter 3

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Classical Approach

Doesnt:Account for individual needs of

employees

Non-financial reward

Social interaction

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Human RelationsApproach

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Hawthorne Studies

Influenced transitions from classicalapproach 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 morelikely their behavior will change

Social factors influence productivity

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Maslows 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

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Maslows 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

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Mcgregors Theory X

and Theory Y The assumptions managers have aboutthe 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

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Human Relations

Approach Need for attention

Social interaction

Individual achievement

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

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Human ResourcesApproach

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Human Resources Approach

Acknowledges contributions of theclassical and human relationsapproaches to organizing

Recognizes that individual labor iscrucial in meeting organizational goals

Recognizes that individuals havefeelings & needs

Emphasizes the employees cognitivecontributions

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Recap on Human

Relations Lack of research and data to support

relationship b/w fulfilling needs &satisfaction.

Hawthorne Studies served asspringboard 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 notproductive?

Misuses of principles? (EX of PDM)

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Blake and Moutons

Managerial Grid Tool for training managers in leadership

styles that would enhance

organizational efficiency whilestimulating individual creativity

Leaders are most effective when they

exhibit a concern for workers andproduction (combines classical &

human relations)

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Blake and Moutons

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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Likerts System IV

Focus on organizational form that canincorporate ideals of human resources

Motivational factors, decision making, goalsetting, influence, performance

Four types are more or less effective insatisfying 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 invarious 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 everchannel fits best to content

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

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uman ResourceOrganizations TodayLearning organizations

Emphasize mental flexibility

Team learning

A shared vision

Complex thinking

Personal mastery

Emphasizes participation and dialogue in theworkplace

Knowledge management (creation,

development, application)

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Pfeffers 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 tocreate a new climate within theorganizational culture.