Human Relations Human Resources Approach Chapter 3 You

Human Relations & Human Resources Approach Chapter 3 You. Tube – Victoria Woodhull is back. . .

Classical Approach Doesn’t: n Account for individual needs of employees n Non-financial n Social reward interaction

Human Relations Approach

Hawthorne Studies n Influenced transitions from classical approach to human relations approach n Illumination Studies • Mayo interested in how changes in work environment would impact productivity • Found unexpected results n 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 n Humans n Five are motivated by basic needs Levels-lower order needs must be met before reaching higher needs n Continue shift of emphasis to social interaction and managerial attention in the workplace

Maslow’s Hierarchy of Needs Theory n n n 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 n 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 n Need for attention n Social interaction n Individual achievement n If management pays attention to these, worker productivity will increase!

Human Resources Approach

Human Resources Approach n Acknowledges contributions of the classical and human relations approaches to organizing n Recognizes that individual labor is crucial in meeting organizational goals n Recognizes that individuals have feelings & needs n Emphasizes the employees’ cognitive contributions 12/4/2020 COM 229 -Lippert 10

Recap on Human Relations n Lack of research and data to support relationship b/w fulfilling needs & satisfaction. n Hawthorne Studies served as springboard to Human Relations n Managers still control-fear of misuse & manipulation by management n Problem with relationship b/t worker satisfaction and productivity 12/4/2020 COM 229 -Lippert 11

Flow Chart on H. R. Principle Work Factors 12/4/2020 Satisfaction For Higher Order Needs Job Satisfaction COM 229 -Lippert Productivity 12

Flowchart Disconnect? n The relationship b/w “job satisfaction” & “productivity” is suspect n Is “satisfied” the same as “content? ” n Are there other “things” that motivate us to be productive besides satisfaction? n Can you be satisfied and not productive? n Misuses of principles? (EX of PDM) 12/4/2020 COM 229 -Lippert 13

Blake and Mouton’s Managerial Grid n Tool for training managers in leadership styles that would enhance organizational efficiency while stimulating individual creativity n Leaders are most effective when they exhibit a concern for workers and production (combines classical & human relations) 12/4/2020 COM 229 -Lippert 14

Blake and Mouton’s Managerial Grid n 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) 12/4/2020 COM 229 -Lippert 15

Likert’s System IV Focus on organizational form that can incorporate ideals of human resources n Motivational factors, decision making, goal setting, influence, performance n Four types are more or less effective in satisfying org. and individual goal n – – n 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 12/4/2020 COM 229 -Lippert 16

Communication Implications n Content-task, social, & innovation n Direction-all directions, team based, free flow from various locations (challenge is to be able to access & utilize) n Channel-all sorts, value on which ever channel fits best to content n Style-informal-congruent with “alldirection team based” communication 12/4/2020 COM 229 -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 n Selective hiring n Self-managed teams & decentralization n Comparatively high & contingent compensation n Extensive training n Reduction of status differences n Sharing information n

So, When is HR Appropriate? n Examples of Programs that stress team management and employee involvement – Japanese management systems – Scanlon Plan – TQM – Just in Time management 12/4/2020 COM 229 -Lippert 20

When Doing HR, Consider This! n Know when team-based management is appropriate. n Consider the attitudes of top (and bottom) management. n Deal with cynicism about change. n Understand the nature of empowerment. n Facilitate the translation program (how to create a new climate within the organizational culture. 12/4/2020 COM 229 -Lippert 21