The document summarizes developments in management thought and practice in the 1920s regarding the human factor in work. Key points include: employment policies increased job security and real wages rose 11%; employers offered new benefits like stock ownership, pensions, and health insurance; and academics contributed to the field of industrial relations while some scientific managers encouraged unions and cooperation.

1. employee turnover low
employment stabilization policies had increased job security
real wages rose 11%
1920s : created a number of progressive steps in
benefits for workers
employee stock ownership plan
Lenny Martini - 29006014
pension plan
Part II The Scientific Management Era
Ch. 9 - The Human Factor : Preparing The Way
insurance plans
loans for and encouragement of home ownership
employers had created the industrial goodwill
Summary
giving vacations with pay
academic economist contributed industrial relations as
a means of addressing human factor issues
scientific management revisionists encouraged unions
and promoted union-management cooperation
1920s : unique period in evolving management thought
worker participation in decision making through
employee representation plan in non-union shop
The Trade Union Movement & Industrial Relations
The Era of Union-Management Cooperation
Employee Representation Plans
Employee Participation in Decision Making
Personnel as Welfare Work
Personnel Management : A Dual Heritage
Whitting Williams (1878-1975), VP & director of
Personnel of Hydraulic Pressed Steel Company
Scientific Management & Personnel
apply the Social Gospel idea of direct involvement
participant-observer
before scientific management era
vital connection between job status & social status
psychology based on introspective, armchair or deductive
selection based on pseudo science
place of work as part of a broader social system
1879 : Wilhelm Wundt , Leipzig Laboratory
pay as social comparison, thus relative
Toward Scientific Psychology
concepts
Thorstein Veblen, William James, Ordway Tean
expected recognition and treatment conducive to
preserving self-worth from employer
The Antecedents of Industrial Sociology
scientific management gave industrial psychology its
ethic, scope, and direction for research
successful relation will won worker loyalty
recommendation
objective
management change to "hope and surety of rewards"
maximum efficiency of the individual and industry &
optimum adjustment
can only be achieved by insuring most satisfactory adjustment
seed for Charles H. Cooley "looking glass self"
study human efficiency
workers perceived restricted output to preserve their job
unions arose to preserve job security
long factory arouse tent to cause interpersonal conflict
Hugo Munsterberg (1836-1916), creator of industrial psychology
1892, psychological laboratory at Harvard
other findings
ask how to find the best possible work and how to
secure the best possible effects
The Human Factor
pioneering work in industrial sociology
1. The best possible Man
study of sociology as outgrowth of philosophy
2. The best possible Work
Psychology and The Individual
Psychology and Industrial Efficiency
bound by friendliness and kinship
Emile Durkheim
anti-thesis of Adam Smith's self interest
lack of solidarity led to anomie
social system
social person as object of study
ethic of scientific management
emphasis on efficiency
social benefits gained from application of scientific methods
mutually interest
Pareto circle ( Lawrence J. Henderson)
Charles S. Myers, in Great Britain
Walter D. Scott, personnel classification test for US Army
school of sociological theory / social behaviorism
social psychology as fundamental branch of sociology
social self arises reflectively in terms of a person's
reaction to the opinion of others
other pioneers
George Herbert Mead
Cecil A. Masse, experiment in goal setting as a
motivational technique
Walter Van Dyke Bingham, Division of Applied
Psychology at Carnegie Institute of Technology
looking glass self - Charles Horton Cooley
society enters every person through the process of interaction
Morris S. Viteles , bible of Industrial Psychology
school of sociological theory
self is constantly being reshaped through this encounters
Views
people became an organization's most vital asset
happy, satisfied workers would be productive workers
organismic approach
emphasized the patterns, wholes, configuration as
more than the sum of its parts
focus on individual
Sociological Theory & Human Relations
society maintain equilibrium among its parts
organization as interacting social system
application of research in training industrial personnel
study of psychological techniques to increase workers
motive & reduce fatigue
Foundations of the Social Person : Theory,
Research & Practice
Vilfredo Pareto
producing the influences on human needs
use of test in worker selection
proposal
sociological theorists
state of society at specified moment and in the
successive transformations that it underwent within a
period of time
mutually interdependent but variable units
3. The best possible Effect
The Birth of Industrial Psychology
Organic Societies
new prescription for Industrial solidarity (Elton Mayo )
determine psychological condition
most satisfactory output obtained from every person
Mechanic Societies
specialization of labor and societal interdependence
demands jobs made on people
necessity of identifying mental qualities fit the job
Max Weber
Protestant Ethic
dominated by collective consciousness
foundation stone in the industrial psychology movement
put science in the study of human behavior
workers listened to radical agitator because employers
failed to speak plans, purposes, aims & ideals
Theory of Bureaucracy
instinct for manual skills
study of behavior is individualist, alliance with
scientific management
social sustenance, security, concept of self-worth from the peers
eleventh commandment
founder of experimental psychology
observation of human behavior
money as a carrier of social value
togetherness in thinking, feeling, and working in groups
was importance to workers
after 1952 : testing fad declined
Gestalt psychology - Christian von Ehrenfels & Max Wertheimer
pervade the ideas of social systems, group dynamics
workers took more pride in producing a complete unit
of work rather than an unidentifiable fragment
higher productivity occurred when supervisors instilled
a feeling of group interdependence and teamwork
Paul Gohre (1891)
there were informal group pressures for adherence to norms
lower morale and lower efficiency were the result
when people were isolated
Some Early Empirical Investigations
there was a natural instinct in people to find joy in work
positive motives : instinct for activity, self-assertion,
constructiveness, and a longing for mastery
negative motives : detailed work, monotony, reduction of worker initiative, fatigue, poor working
condition, social hindrances (dependent position of the worker, unjust wage systems, speedup,
insecurity of lifehood, lack of social solidarity
Henri DeMan (1929)
work itself was a motivate
management's jobs is to move hindrances that prevented worker to find joy in work
9- The Human Factor ,Preparing The Way - Lenny 29006014.mmap - 05/10/2006 -
led to creation of Bureau of Personnel Research