The human relations or behavioral school of management began in 1927. A team of researchers headed by Elton Mayo and F.J. Roethlisberger from Harvard conducted experiments. Their findings served as the bedrock of later developments in the human relations approach to management.
The human relations or behavioral school of management began in 1927. A team of researchers headed by Elton Mayo and F.J. Roethlisberger from Harvard conducted experiments. Their findings served as the bedrock of later developments in the human relations approach to management.
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The human relations or behavioral school of management began in 1927. A team of researchers headed by Elton Mayo and F.J. Roethlisberger from Harvard conducted experiments. Their findings served as the bedrock of later developments in the human relations approach to management.
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Attribution Non-Commercial (BY-NC)
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Download as DOC, PDF, TXT or read online from Scribd
management by drawing reference from the Hawthorne Studies. ANS. Evolution of the Human Resource Management The historical development of human relations knowledge applied to job setting warrants some attention in any book about human relations. Any history of the application of systematic knowledge about human behaviour to the job must use some arbitrary milestones. For instance, the crew chiefs concerned with constructing the Egyptian pyramids must have had useful informal concepts of leadership available to them. The Hawthorne Studies: As described in virtually every book written about management, the human relations or behavioral school of management began in 1927 with a group of studies conducted at the Hawthorne plant of Western Electric, an AT&T subsidiary. Curiously, these studies were prompted by an experiment carried out by the company's engineers between 1924 and 1927. Following the scientific management tradition, these engineers were applying research methods to answer job related problems. Two groups were studied to determine the effects of different levels of illumination on worker performance. One group received increased illumination, while the other did not. A preliminary finding was that, when illumination was increased, the level of performance also increased. Surprisingly to the engineers, productivity also increased when the level of illumination was decreased almost to moonlight levels. One interpretation made of these results was that the workers involved in the experiment enjoyed being the centre of attention; they reacted positively because management cared about them. Such a phenomenon taking place in any research setting is now called the Hawthorne effect. As a result of these preliminary investigations, a team of researchers headed by Elton Mayo and F.J. Roethlisberger from Harvard conducted a lengthy series of experiments extending over a six year period. The conclusions they reached served as the bedrock of later developments in the human relations approach to management. Among their key findings were the following: · Economic incentives are less potent than generally believed in influencing workers to achieve high levels of output. · Leadership practices and workgroup pressures profoundly influence employee satisfaction and performance. · Any factor influencing employee behaviour is embedded in a social system. For instance, to understand the impact of pay on performance, you also have to understand the climate that exists in the work group and the leadership style of the superior. Leadership Style and Practices: As a consequence of the Hawthorne Studies, worker attitudes, morale, and group influences became a concern of researchers. A notable development of the nature occurred shortly after World War II at the University of Michigan. A group of social scientists formed an organization, later to be called the Institute for Social Research, to study those principles of leadership that were associated with highest productivity. Based upon work with clerical and production workers, an important conclusion was that supervisors of high producing units behaved differently from those of low producing units. Among the differences in style noted were that supervisors of productive groups in comparison to their lower producing counterparts were: · More emotionally supportive of subordinates. · More likely to pay a differentiated role plan, regulate, and coordinate the activities of subordinates, but not become directly involved in work tasks. · More likely to exercise general rather than close or light supervision. · The origin and progress of the human relations movement (particularly in U.S.A.) has been due to certain social and cultural forces working there, such as Recognition of the dignity of the individual and his personality. The individual has a lot of freedom of choice and the idea of decision-making by oneself is deep- rooted in the national tradition. · A child is brought up to value independence and encouraged to think on his own and not to be dependent on parents. · Virtual disappearance of owner managers and the growth of professional managers capable of managing according to professional code. · Strong organizations of labour, at all levels, calling for higher skills in communication and participative behaviour on the part of the management. · Shortage of labour led to skilled labour being treated as nearly irreplaceable. Hence, much greater care in utilising this scarce and valuable resource had to be thought of in the form of "Human Relations." · Higher standards of living of American labour. Since their physical and security needs were generally satisfied, increased participation alone could satisfy their emerging social and ego needs. · The possible weakening of work ethics, requiring managers to develop new attitudes towards labour. · The changing work environment greater specialization and a large scope of operations which require a greater degree of managerial effectiveness with and through workers. · A significant increase in the general educational level of workers who, as a result, demanded more from their employers. Concurrent with the growth of human relations in work organizations, has been the burgeoning of techniques and programmes to foster human growth off the job. In the last two decades, millions of people seeking personal growth (or sometimes simply emotional arousal) have participated in programmes such as encounter groups, marriage enrichment groups, Erhard seminar training, couples groups, and transactional analysis. During the early 1970s, the human potential (meaning development of one's potential) movement began to appear in work settings. Management awareness training and assertiveness training represent two other techniques related to the development of human potential. Both are designed to deal with the problem of job discrimination against women. In management awareness training, managers are made more sensitive to their sexist attitudes (such as thinking of all engineers are male) and in changing their attitudes. Assertiveness training has been widely used to help women to be more direct in making known their demands for equal opportunity. Career development programmes in industry are more prevalent today than at any time in the past. Although varying widely in content, all these programmes are designed to help the individual make career decisions that will move him or her toward self-fulfillment. In the process, it is assumed that the person will make a better contribution to the organization