Human relations theory argues that workers respond primarily to the social context of the workplace, not just economic incentives. It recognizes two views of workers: Theory X, which sees workers as inherently lazy and only motivated by threats or rewards, and Theory Y, which sees workers as generally willing and able if properly motivated. Maslow's hierarchy of needs also informs human relations theory by suggesting workers have a hierarchy of physiological, safety, social, esteem, and self-actualization needs that must be met for maximum motivation and performance.

1. Human Relations
Movement
Argued that
workers respond
primarily to the
social context of
the workplace

2. Theory X
A pessimistic and negative view of workers
consistent with the views of scientific
management

3. Theory Y
• A positive view of workers; it represents the
assumptions that human relations advocates
make about employees that employees are
responsible and having positive attitude.

4. heory X Theory Y
Theory X and Y
People do not like work and try to avoid 1. People do not naturally dislike work;
work is a natural part of
their lives.
People do not like work, so managers 2. People are internally motivated to reach
ve to control, direct, objectives to which they
erce, and threaten employees to get are committed.
em to work toward
ganizational goals
People prefer to be directed, to avoid 3. People are committed to goals to the
sponsibility, and to want degree that they receive
curity; they have little ambition. personal rewards when they reach their
objectives.
4. People will both seek and accept
responsibility under favorable
Conditions
5. People have the capacity to be
innovative in solving organizational
problems.

5. Hierarchy of needs (Abraham Maslow)
• Maslow’s hierarchy suggests that human needs
can be classified into five categories and that
these categories can be arranged in a hierarchy
of importance.
• A manager should understand that an
employee may not be satisfied with only a salary
and benefits; he or she may also need
challenging job opportunities to experience self-
growth and satisfaction

6. Maslow Need Hierarchy
Self
Actualization
(Challenging Job)
Esteem
(Job Title)
Belongingness
(friends at work)
Security(Pension Plan)
Physiology (Basic Sallary)

7. Physiological needs
• Things like food, sex, and air, which represent
basic issues of survival and biological function.
In organizations, these needs are generally
satisfied by adequate wages and the work
environment itself, which provides restrooms,
adequate lighting, comfortable temperatures,
and ventilation.

8. Security needs
• These needs can be satisfied in the workplace
by job continuity (no layoffs), a grievance system
(to protect against arbitrary supervisory actions),
and an adequate insurance and retirement
benefit package (for security against illness and
provision of income in later life

9. Belongingness needs
• relate to social processes. They include the
need for love and affection and the need to be
accepted by one’s peers. These needs are
satisfied for most people by family and
community relationships outside of work and by
friendships on the job. A manager can help
satisfy these needs by allowing social interaction
and by making employees feel like part of a
team or work group

10. Esteem needs
comprise two different sets of needs: the need for
a positive self-image and self-respect, and the
need for recognition and respect from others. A
manager can help address these needs by
providing a variety of extrinsic symbols of
accomplishment, such as job titles, nice
offices, and similar rewards as appropriate. At a
more intrinsic level, the manager can provide
challenging job assignments and opportunities
for the employee to feel a sense of
accomplishment

11. Self- actualization Needs
• These involve realizing one’s potential for
continued growth and individual development.
needs must be met entirely from within the
individual.
A manager can help by promoting a culture
wherein self-actualization is possible. For
instance, a manager could give employees a
chance to participate in making decisions about
their work and the opportunity to learn new
things.

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