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