Human Relations & Human Resources Approach

1. Human Relations & Human Resources Approach Chapter 3 YouTube – Victoria Woodhull is back...

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

3. Human Relations Approach

4. 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

5. 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

6. Maslow’s 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

7. 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

8. Human Relations Approach • Need for attention • Social interaction • Individual achievement • If management pays attention to these, worker productivity will increase!

9. Human Resources Approach

10. 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 COM229-Lippert

11. 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 COM229-Lippert

12. Flow Chart on H.R. Principle Work Factors Satisfaction For Higher Order Needs Job Satisfaction Produc- tivity COM229-Lippert

13. 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) COM229-Lippert

14. 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) COM229-Lippert

15. 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) COM229-Lippert

16. 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 COM229-Lippert

17. 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 “all-direction team based” communication COM229-Lippert

18. 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)

19. 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

20. 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 COM229-Lippert

21. 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. COM229-Lippert