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Human relations in concept and practice
- 1. Human Relations in Conceptand Practice Mutia Ulfi 29014016 Regarding to a book of Daniel A. Wren, “The History of Management Thought”
- 2. Outline Hawthorne Study HR: Reviewing the impact on teaching &practice Extending & Applying HR Revisited Organized Labor
- 3. Seeds of HumanRelations in Early (before Hawthorne Study) Humanists of the Renaissance Rediscovery of the human being as a unit of study Robert Owen Workers as “vital machine” Taylor Individual development– Scientific Management Hugo Münstenberg Industrial psychology – responding the call for better understanding people at work Whiting Williams Industrial sociology – attention to people should be an organization function 14th – 17th 1771-1858 1856-1915 1863-1916 1878-1975
- 4. Hawthorne Study Logical efficiency Illogicalsentiment • Interpersonal relations • Listening • Communication • Socio-human skills for the manager leader Smoothly accepted? Premises • Bell • Landsberger • Fox • McNair • Knowles Research Methods & Results • Sykes • Carey • Roethliesberger • Franke & Kaul • Schlaifer Hawthorne Revisited Hawthorne Study (1924-1932) Elton Mayo
- 5. Hawthorne Study: Revisited Premises Who?Assumptions Observed Criticism Bell Nature of social industry & Mayoist view of social systems Managed social system + adjustment --> human equation = industrial equation HR style of supervision was to replace thinking about improving work itself Landsberger Commonality of interest could be found between labor and management Instead of to eliminate conflict, the goal is better to provide healthy outlets Fox When bliss was attained, higher productivity was the result HR was not an "end", but it was the process McNair Compartmentalizing knowledge It should be an integral part of managerial development Knowles Compartmentalizing knowledge Better mix of managerial skills Premises Hawthorne Revisited
- 6. Hawthorne Study: Revisited Hawthorne Revisited Overallchallenges to the basic premises of Mayoist: • Accepted that worker could be manipulated to fit into the industrial equation. • It is assumed that cooperation and collaboration are a natural, thus they ignored the more complex issues in social conflict. • Confused means and ends in assuming that the goal of contentment and happiness would lead to harmonious equilibrium and organizational success. Premises Hawthorne Revisited
- 7. Hawthorne Study: Revisited Methods& Results Who? Methods & Results Criticism Sykes (result) Money did not motivate The opposite result concluded by Hawthorne Carey Money did not motivate and friendly supervision which motivate worker (result) Hawthorne experiments concerned about increasing output through the view of economic incentives and the use of a firm hand in discipline Cooperative workers were being selected in participating the project (method) Roethliesberger (result) The researchers concluded that supervision, not incentives, led to the increases It was a conceptual scheme for finding out what the relations in particular organization at a particular place and time were, not what they should be Franke & Kaul (result) The researchers concluded that supervision, not incentives, led to the increases What increasing productivity were the use of discipline, the economic milieu, and relief from fatigue; not supervisory style nor financial incentives Schlaifer & Toelle (result) The researchers concluded that supervision, not incentives, led to the increases The passage of time alone was sufficient to explain the increased productivity Trahair & Gillespie (result) Equilibrium of logical efficiency and illogical sentiments Mayo “manufactured” the Hawthorne findings in term of making it a base of his political & social theory Research Methods & Results Hawthorne Revisited
- 8. Hawthorne Study: Revisited Hawthorne Revisited Overallchallenges to the basic Methods & Results of Mayoist: • Economic incentives were played down as a contributing factor as the Hawthorne Study proceeded and money was indeed a contributing factor. • It was not only supervisory style nor financial incentives that increasing productivity. • Science versus advocacy problem Mayo selected perceived data to fit his social philosophy. Research Methods & Results Hawthorne Revisited
- 9. Extending & ApplyingHuman Relations Hawthorne study: HR with supervisory “flavor” After Hawthorne Study: HR with interpersonal relations “flavor” Improving labor management relations Lewin’s Center for Group Dynamics Chicago Groups Tavistock Institute London Harvard University Chester Barnard Institute for Social Research HR in industries with focusing on field research method HR with longitudinal and sociotechnical system research HR with case study approach Organization = social system Human assets • Group membership • Intergroup relation • Social perception • Functioning group • Communication • Group production
- 10. Organized Labor &Human Relations Premise Was it? The fact is… • Hawthorne Studies had been concluded in 1932 which means organized labor had not made its great pace. It was more fair to said that Hawthorne Studies only considered low influence of labor. • Despite that inaccurate conclusion, Human relations thought entered the revisionist period in 1950’s…
- 11. Organized Labor &Human Relations Scientific managem ent Organized labor Industrial Human Relations Background: There was a conflict between labor and management in dividing the surplus The answer to industrial conflict was by overcoming the conflicting interest and ideologies of management and workers (organized labor) Morris Cooke (1878-1975) Robert Valentine (1872-1916) Wages & Work Hour 51% Union Organizing Drives 21% Other 28% WORK STOPPAGES REASON IN 1920-1929 Wages & Work Hour 31%Union Organizing Drives 53% Other 16% WORK STOPPAGES REASON IN 1935-1939 Wages & Work Hour 21% Union Organizing Drives 34% Other 45% WORK STOPPAGES REASON IN 1930-1934 1940’s – Early 1950’s Feelings of people became more concerned rather than logic of organization such as charts, rules, and directives. Human Relations: intangible Human relations skill: worker = center of attention
- 12. Conclusion Human Relations Human Relations • Though itwas got many criticism in revisit, Hawthorne Study was the beginning for formal Human Relations concept brought by academia (Harvard & MIT). • In Human Relations’ concept and practice, trust is a crucial thing in building the interpersonal relationship. • Financial incentives had to be included in seeking productivity gains • The major difference between the human relations era and organizational behavior is the theme (including feelings, sentiments, and collaboration) which is in contrast with scientific investigation. Scientific management Industrial psychology Industrial sociology Interpersonal relations Industrial human relations