Human Relations & Human Resources Approach Chapter 3 YouTube – Victoria Woodhull is back... 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. – 2. – 3. – 4. – – 5. – Physiological “living wage” to purchase food and clothing Safety Free from danger (safe working conditions) Affiliation Need to belong, social relationships with co-workers Esteem Sense of achievement and accomplishment (internal) Compensation and reward (external) 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 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 1/11/2017 COM229-Lippert 10 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 1/11/2017 COM229-Lippert 11 Flow Chart on H.R. Principle Work Factors 1/11/2017 Satisfaction For Higher Order Needs Job Satisfaction COM229-Lippert Productivity 12 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) 1/11/2017 COM229-Lippert 13 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) 1/11/2017 COM229-Lippert 14 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) 1/11/2017 COM229-Lippert 15 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 1/11/2017 COM229-Lippert 16 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 “alldirection team based” communication 1/11/2017 COM229-Lippert 17 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 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 1/11/2017 COM229-Lippert 20 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. 1/11/2017 COM229-Lippert 21
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