HUMAN RELATION

MOVEMENT

Introduction

“Human relation” is a term often used to describe the ways in which managers

interact with their subordinates .

Human relations movement refers to the researchers of organizational

development who study the behavior of people in groups , in particular

workplace groups .

It also examined the effects of social relations , motivation and employee

satisfaction on factory productivity . The movement viewed workers in terms of

their psychology and fit with companies , rather than as interchangeable parts.

In the beginning, the focus was mainly on improving efficiency,

motivation, and productivity. But over time, this research became more

involved with redefining the nature of work and perceiving workers as

complex human beings .

A group of Harvard researches , headed by Elton Mayo , known as the

founder of the Human Relations Movement conducted a series of

experiments on worker productivity in 1924 at the Hawthorne plant of

Western Electric Company in Illinois .

According to Mayo, to achieve its goals, the organization must attempt to understand and

respect the emotions, sense of recognition and satisfaction of non-monetary needs of the

workers.

The Human Relations Movement held that:

– Individual are motivated by social needs and good on-the-job relationships and

respond better to work-group pressure than to management control activities.

– Organizations are co-operative social systems.

– Satisfaction of psychological needs should be the primary concern of the management.

– The worker’s main concern-satisfaction of their needs other than those of monetary

nature.

When the “personnel management” stimulates the production of more and

better work , we have good human relations in the organization. When the

morale and efficiency deteriorate, human relations are deficient.

To create good human relationships, managers need to know why

employees act like they do and what social and psychological factors

motivate them.

BASIC IDEAS OF MAYO’s HUMAN RELATION MOVEMENT

1. Supervisors should not act like supervisors -- they should be friends, counselors to the workers

2. Managers should not try to micro-manage -- there should be no overriding concern for production

3. People should be periodically asked how they feel about their work -- and their supervisors

4. Humanistic supervision plus morale equals productivity – this is the Mayo formula

5. Humor and sarcasm are good in the workplace -- it's all part of group dynamics

6. Workers should be consulted before any changes -- and participate in change decisions

7. Employees who leave should be exit-interviewed -- turnover should be kept to a minimum

Elton Mayo’s Belief

Individual workers cannot be treated in isolation, but must be seen as members of a group.

Monetary incentives and good working condition are less important to the individual than

the need to belong to a group.

Informal or unofficial groups formed at work have a strong influence on the behaviour of

those workers in a group.

Managers must be aware of these 'social needs' and cater for them to ensure that

employees collaborate with the official organisation rather than work against it.

Believed that workers are not just concerned with money but could be better motivated by

having their social needs met whilst at work

Motivation of Mayo’s Theory

• Mayo studied and looked at how changing physical factors improved people's performance.

• He found out that it wasn't the physical conditions being changed that made people work harder but instead the following.

• Working in a team with a leader. • Better communication.

So he conclude that :• Better communication between managers

and workers• Greater manager involvement in employees

working• Working in groups or teams