The human relations movement stemmed from the Hawthorne Studies in the 1920s-1930s. The studies found that social and psychological factors strongly influence worker productivity and satisfaction. They determined that informal work groups and manager attention impact workers more than physical conditions alone. This led to new approaches focusing on human aspects of organizations and applying behavioral sciences to management. Theories like Maslow's hierarchy of needs and McGregor's Theory X/Y helped explain worker motivation. Pioneers like Follett and Mayo emphasized social processes, cooperation, and treating workers with dignity.

1. Human RelationsHuman Relations
MovementMovement

2. Human Relations MovementHuman Relations Movement
 Application of behavioral sciences toApplication of behavioral sciences to
management theoriesmanagement theories
 Stemmed fromStemmed from Hawthorne StudiesHawthorne Studies isis
based on the idea that a manager’sbased on the idea that a manager’s
concern for workers will lead to theirconcern for workers will lead to their
increased satisfaction and improvedincreased satisfaction and improved
performance.performance.
 The movement includes the theories ofThe movement includes the theories of
motivation, likemotivation, like Maslow Hierarchy ofMaslow Hierarchy of
needsneeds andand McGregor Theory X andMcGregor Theory X and
Theory Y.Theory Y.

3.  Behavioral orBehavioral or human relationshuman relations
managementmanagement emerged in the 1920semerged in the 1920s
and dealt with the human aspects ofand dealt with the human aspects of
organizations.organizations.
 It began with the Hawthorne StudiesIt began with the Hawthorne Studies
conducted from 1924 to 1933 at theconducted from 1924 to 1933 at the
Hawthorne Plant of the WesternHawthorne Plant of the Western
Electric Company in Cicero, Illinois.Electric Company in Cicero, Illinois.

4. PioneerPioneer
 Chester BarnardChester Barnard
- First to introduce the issue of socialFirst to introduce the issue of social
responsibility of managementresponsibility of management
especially with respect to fairespecially with respect to fair
wages, security and the creation ofwages, security and the creation of
an atmosphere conducive to workan atmosphere conducive to work
- IdentifiedIdentified 4 inducements4 inducements::
1.1. Material (money, physical security)Material (money, physical security)
2.2. Personal (distinction, prestige,Personal (distinction, prestige,
power)power)

5. 3. Desirable physical conditions of3. Desirable physical conditions of
workwork
4. Ideal benefactions (pride in4. Ideal benefactions (pride in
one’s work, loyalty to theone’s work, loyalty to the
organization, etc.)organization, etc.)

6. Mary Parker FolletMary Parker Follet
 ViewedViewed managementmanagement as aas a social processsocial process
and theand the organizationorganization as aas a social a systemsocial a system
in which coordination was the mostin which coordination was the most
important principle; recognized theimportant principle; recognized the
interdependence between the individual,interdependence between the individual,
the work, and the environment emphasizedthe work, and the environment emphasized
worker participation and importance ofworker participation and importance of
shared goals.shared goals.
 Included theIncluded the universal goaluniversal goal, the, the universaluniversal
principleprinciple, and the, and the Law of the Situation.Law of the Situation.

7.  TheThe Universal GoalUniversal Goal of organization is anof organization is an
integration of individual effort into aintegration of individual effort into a
synergistic whole.synergistic whole.
 TheThe Universal PrincipleUniversal Principle is a circular oris a circular or
reciprocal response emphasizing feedbackreciprocal response emphasizing feedback
to the sender ( the concept of two-wayto the sender ( the concept of two-way
communications).communications).
 Law of the SituationLaw of the Situation emphasizes that thereemphasizes that there
is no one best way to do anything, but thatis no one best way to do anything, but that
it all depends on the situation.it all depends on the situation.

8. The Hawthorne StudiesThe Hawthorne Studies
 Elton MayoElton Mayo – known as the father of– known as the father of
the Hawthorne Studiesthe Hawthorne Studies
- Identified the- Identified the Hawthorne Effect;Hawthorne Effect; oror
thethe biasbias that occurs when peoplethat occurs when people
know that they are being studied.know that they are being studied.
 HSHS are significant, because theyare significant, because they
demonstrate the important influencedemonstrate the important influence
of human factors on workerof human factors on worker
productivity.productivity.

9. 4 major phases cover the HS4 major phases cover the HS
1.1. The illumination experimentsThe illumination experiments
2.2. The relay assembly groupThe relay assembly group
experimentsexperiments
3.3. The interviewing programThe interviewing program
4.4. The blank wiring group studiesThe blank wiring group studies

10.  The intent of these studies wasThe intent of these studies was
to determine the effect ofto determine the effect of
working conditions onworking conditions on
productivity.productivity.

11. Example:Example:
The illumination experimentsThe illumination experiments
 The illumination experiments tried toThe illumination experiments tried to
determine whether better lighting woulddetermine whether better lighting would
lead to increased productivitylead to increased productivity..
- Both the control group and theBoth the control group and the
experimental group of femaleexperimental group of female
employees produced more whetheremployees produced more whether
the lights were turned up or down.the lights were turned up or down.
- It was discovered that this increasedIt was discovered that this increased
productivity was a result of theproductivity was a result of the
attention received by the group.attention received by the group.

12. The relay assembly groupThe relay assembly group
experimentsexperiments
 Six female employees worked in a special,Six female employees worked in a special,
separate area; were given breaks and hadseparate area; were given breaks and had
the freedom to talk; and were continuouslythe freedom to talk; and were continuously
observed by a researcher who served asobserved by a researcher who served as
the supervisor.the supervisor.
- The supervisor consulted the employeesThe supervisor consulted the employees
prior to any change.prior to any change.
- In the relay and bank wiring phases,In the relay and bank wiring phases,
productivity increased and was attributed toproductivity increased and was attributed to
group dynamics.group dynamics.

13.  Conclusion:Conclusion:
- There was no cause-and-effect relationshipThere was no cause-and-effect relationship
between working conditions andbetween working conditions and
productivity.productivity.
- Worker attitude was found to be important.Worker attitude was found to be important.
- As a major outcome of this interviews,As a major outcome of this interviews,
supervisors learned that an employee’ssupervisors learned that an employee’s
complaint frequently is a symptom of somecomplaint frequently is a symptom of some
underlying problem on the job, at home, orunderlying problem on the job, at home, or
in the person’s past.in the person’s past.

14. Hawthorne experimentHawthorne experiment
demonstrated that:demonstrated that:
1.1. Workers are motivated by socialWorkers are motivated by social
rewards and sanctions than byrewards and sanctions than by
economic incentiveseconomic incentives
2.2. Workers’ actions are influenced byWorkers’ actions are influenced by
the group, andthe group, and
3.3. Whenever formal organizationsWhenever formal organizations
exist, both formal and informalexist, both formal and informal
norms exist.norms exist.

15. Maslow’s Hierarchy of needsMaslow’s Hierarchy of needs
1.1. Physiological needsPhysiological needs – basic human– basic human
needs of food, water, shelter, sleep andneeds of food, water, shelter, sleep and
other bodily needs essential to humanother bodily needs essential to human
survivalsurvival
2.2. Safety and securitySafety and security – freedom from fear– freedom from fear
of physical dangerof physical danger
3.3. Social or affiliation needsSocial or affiliation needs – need to– need to
belongbelong
4.4. Esteem needsEsteem needs
5.5. Self actualizationSelf actualization – maximizing one’s– maximizing one’s
potential to become everything is capablepotential to become everything is capable
of becomingof becoming

16. Douglas McGregor’s Theory XDouglas McGregor’s Theory X
and Theory Yand Theory Y
 Theory X:Theory X:
1.1. Average human beings have an inherentAverage human beings have an inherent
dislike for work and will avoid it if theydislike for work and will avoid it if they
can.can.
2.2. People must be coerced, controlled,People must be coerced, controlled,
directed, and threatened with punishmentdirected, and threatened with punishment
to make them work.to make them work.
3.3. People prefer to be directed, wish toPeople prefer to be directed, wish to
avoid responsibility, have relatively littleavoid responsibility, have relatively little
ambition and above all want security.ambition and above all want security.
4.4. People are self-centered and do not wantPeople are self-centered and do not want
change.change.

17.  Theory Y:Theory Y:
1.1. The expenditure of physical and mentalThe expenditure of physical and mental
effort in work is as natural as play or rest.effort in work is as natural as play or rest.
2.2. Individuals will exercise self-direction andIndividuals will exercise self-direction and
self-control in the service of objectives toself-control in the service of objectives to
which they are committed.which they are committed.
3.3. People learn under proper conditions notPeople learn under proper conditions not
only to accept but also to seekonly to accept but also to seek
responsibility.responsibility.
4.4. Imagination, ingenuity, and creativity areImagination, ingenuity, and creativity are
widely distributed among workers.widely distributed among workers.