The Human Relation Theory https://brakfoundation.blogspot.com/2020/12/human-relation-theory.html

1. The human relation movement
The human relation movement, which grew from the Hawthrone studies and was popular
approach to management of many years, proposed that workers respond primarily to the social
context of the workplace, including social conditioning, group norms, and interpersonal
dynamics. A basic assumption of the human relations movement was that the manger’s
concern for workers would lead to increase in satisfaction, which would in turn result in
improved performance. Two writers who helped advance the human relations movement were
Abraham Maslow (1908 – 1970) and Doughglas McGregor (1906-1964).
In the course of time, the term “human relations” lost its flavor, although it continues to
be used especially at the operating level because of its appropriateness. As the field became
more mature and research based, the new term that arose to describe it was “organizational
Behavior”. Experts trace this development to the late 1950s and early 1960s.
Note:- Human relations movement argued that workers respond primarily to the social
context of the workplace.
In 1943 Maslow advanced a theory suggesting that people are motivated by a hierarchy of
needs, including monetary incentives and social acceptance. Maslow’s hierarchy, perhaps the
best-known human relations theory, is described in detail (Managing Employee Motivation and
performance).
Managing Employee Motivation and performance
Motivation is the set of forces that causes people to behave in certain ways. On way given day,
an employee may choose to work as hard as possible at a job, work just hard enough to avoid a
reprimand, or do as little as possible. The goal for the manager is to maximize the likelihood of
the first behavior and minimize the likelihood of the second one.
The performance of any employee depends upon three things. i.e Motivation, ability, work
environment. If the performance is less due to ability which is otherwise known as skill, then
the manager can provide some training section to enhance the ability. If there is deficiency the
work environment, then the manager can provide some more resource to correct it. If the
problem is motivation, then its more challenging for the manager.
The human relations emphasized the role of social process in the workplace. The basic
assumptions are like the employees wants to feel useful and important, that the employees
have strong social needs, and that these needs are more important than money in motivating
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2. them. Where as the traditional approach of motivation focuses on incentive and pay system
which was best presented by Frederick W.Taylor.
The human resource approach to motivation caries the concepts of needs and motivation one
step father. Where as the human relationcists believed that the illusion of contribution and
participation would enhance motivation. The human resource view assumes that the
contributions themselves are valuable to both individuals and organizations. It also assumes
that people want to contribute and are able to make genuine contributions. Managers’ task is
then to enhance the participation and to create a work environment that makes full use of
human resources available.
So, the motivation process progresses through a series of discrete steps.
McGregor’s Theory X and Theory Y model best presents the essence of the human relations
movement.
Theory x And Theory Y
Mc Gregor’s theory – The management’s action of motivation human beings in the
organization, according to McGregor involves certain assumptions generalizations, and
hypotheticals relating to human behavior and human nature. These assumptions may be nither
consciously crystalized nor overtly stated; how ever these serve the purpose of predicting
human behavior. The basic assumptions about human behavoiur may differ considerably
because of complexity of factors influencing this behavior. McGregor has characterized these
assumptions in two opposite points Theory X and Theory Y,
Theory X
This is the traditional theory of human behavior. In this theory, McGregor has certain
assumptions about human behavior. In his own words, these assumptions are as follows.
1. People do not like work and try to avoid it.
2. People need the threat of job loss and financial incentives to work hard.
3. People do not like work, so managers have to control, direct, coerce, and threaten
employees to get them to work toward organizational goals
4. People prefer to be directed, to avoid responsibility, and to want security; they have
title ambition.
5. The average man is y nature indolent – he works as little as possible.
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3. 6. Due to lack of ambition, dislikes the responsibility, prefers to be led.
7. By nature, individuals are resistant to change.
8. Human beings are gullible, not very bright, the ready dupe of charlatan and the
demagogue.
Theory Y
The assumptions of Theory Y suggest a new approach in management. It emphasizes on the
cooperative endeavor of management and employees. The attempt is to get maximum output
with minimum amount of control and direction. Generally, no conflict is visible between
organizational goals and individuals goals. Thus, the attempts of employee which are in their
best interests are also in the interests of organization.
1. People do not naturally dislike work; work is a natural part of their lives.
2. People are internally motivated to reach objectives to which they are committed.
Commitment to objectives is a function of the reward associated with their
achievement.
3. People are committed to goals to the degree that they receive personal rewards when
they reach their objectives
4. The average individuals learn under proper conditions both to seek and accept
responsibility.
5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity
in the solution of organizational problems in widely, not narrowly, distributed in the
population.
6. People are bright, but under most organizational conditions their potential is
underutilized.
Comparison of Theory X and Y
Both these theories have certain assumptions about human nature. In fact, they are reverse
sides of a coin, one represents head and other one the tail. Thus these assumptions seem to be
mutually exclusive. The difference between two seats of assumptions can be visualized as
follows.
1. Theory X assumes human beings to be inherently distasteful towards work. Theory Y
assumes that for human beings, work is as natural as play.
2. Theory X emphasizes that people do not have ambitions and try to avoid responsibilities
in jobs. The assumptions under theory Y are just the reverse.
3. According to Theory C, most people have little capacity for creativity while according to
Theory Y, the capacity for creativity is widely distributed in the population
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4. 4. In Theory X, motivating factors are the lower needs. In Theory Y, higher-order needs are
more important for motivation, though unsatisfied lower needs are also important.
5. In Theory X, people lack self-motivation and require to be externally controlled and
closely supervised to get maximum output from them. In theory Y, people are self-
directed and creative and prefer self-control
6. Theory X emphases scalar chain system and centralization of authority in the
organization while theory Y emphasis decentralization and greater participation n the
decision-making process.
7. Theory X emphasizes autocratic leadership; Theory Y emphasizes democratic and
supportive leadership.
Implication of theory X and Y
McGregor’s assumptions in terms of Theory X and Theory Y are based on Maslow’s need
hierarchy model. In the beginning, when the concept of ‘economic man’ was accepted.
Some writers emphasized only on the satisfaction of physiological and safety needs. These were
the basic constituents of the motivation model. However, because of changes in the value
systems and social systems, higher-order needs were emphasized for human beings and these
needs mostly replaced lower- order needs as constituents of motivation model.
Similarly, assumptions under Theory X are being replaced by assumptions under theory Y. This
is being reflected in the managerial styles. Today we emphasize management by objectives,
management by integration and self-control, supportive management, decentralization, job
enrichment etc. These techniques are applicable in the organizations where self-motivated,
self-controlled, mature, and responsible people work. McGregor believes that recent
researchers in behavioral sciences have shown that the assumptions of what he called Theory Y
may be more valid than the precepts of Theory X.
The major implications of theory X and Y may be seen in the management process which are
presented below. It may be mentioned that these process are not based on any conclusive
proof of research studies but present a conjectural view based on assumptions of Theories X
and Y.
Management activities Theory x Theory Y
Planning Superior sets objectives for
subordinates. Little
Superior and subordinate set
objective jointly. Great deal of
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5. participation in objective
setting and plan formulation.
Few alternatives are explored
participation in objective
setting and plan formulation.
Many alternatives are
explored.
Directing Low commitment to
objectives and plan .
autocratic leadership based
on authority.
Top-down communication
with little feedback. Limited
information flow.
High commitment to
objectives and plans.
Participation and team work
leadership based on
competence.
Two-way communication with
plenty of feedback. Free
information flow.
Appraising and controlling Low trust in appraisal.
Control is extreme and rigid.
Focus on past and fault
finding
High trust in appraisal.
Internal control based on self-
control.
Based on past but forward
looking and problem solving.
Mayo theory
Mayo Theory was developed by George Elton Mayo during the Hawthrone experiments on
human relation movement. This theory emphasizes on team work and group dynamics. This
theory was evolved from huge number of observations in the productivity of the employees in
varying environment. This theory has proposed so many conclusions which states about the
team work approaches brings more motivated than other motivational factors.
George Elton Mayo was an Australian psychologist(26 Dec 1880 – 7th
Sept 1949), industrial
researcher and organizational theorist. Mayo was formally trained at the University of Adelaide,
acquiring a Bachelor of Arts Degree graduating with First Class Honours, Majoring in philosophy
and psychology and was later awarded an honorary Master of Arts Degree from the University
of Queensland.
Mayo has been credited with making significant contributions to a number of disciplines,
including business management, industrial sociology, philosophy, and social psychology. His field
research in industry had a significant impact on industrial and organizational psychology. According to
Trahair, Mayo "is known for having established the scientific study of what today is called organizational
behavior when he gave close attention to the human, social, and political problems of industrial
civilization."
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6. Team dynamics of Mayo Theory
1. Groups with low norms and low cohesiveness are ineffective; they have no impact, since none of
the members are motivated to excel.
2. Groups with low norms and high cohesiveness have a negative impact, since fellow members
encourage negative behavior (e.g., gangs).
3. Groups with high norms and low cohesiveness have some degree of positive impact through
individual member accomplishments.
4. Groups with high norms and high cohesiveness have the greatest positive impact, Mayo's theory
predicts, since group members encourage one another to excel.
Human relation model
Human relation models says that the employees/workers primarily motivated by money, provided to be
inadequate. Some researchers including Elton Mayo proved that social contact of the workers in the
working environment has influence in the productivity. Mayo and other researchers suggests that the
manager could motivate the employees by acknowledging their social needs and by making them feel
useful and important.
As a result, employees were given some freedom to make their own decision on their jobs.
Grater attention was paid to the organisation’s informal work groups. More information was provided to
employees about the manger’s intentions and about the operation of the, organization.
The problem with the Human Relation model is its undue reliance on social contacts at work situations
for motivating employees. Social contacts, though desirable by themselves will not always help motivate
workers.
Conclusions
Hawthrone experiments have opened a brand new chapter in management by
suggesting management through good human relations. Human relations involve
motivating people in organization in order to develop teamwork which effectively fulfills
their needs and achieves organizational goals. The major findings of the experiments are
social factor in output, group influence, conflict, leadership, supervision,
communication etc.
Bibliography
Management. Ricky w.Griffin.; Eighth Edittion, 2005; himal Impresions, pg –49, 50, 51,
500,511, 512,513,
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7. Principles and practice of management. LM Prasad; 17th
Eddition, 2007,; Sultan Chand &
Sons,New Delhi; pg – 676, 677,678,679, 680, 681,
Organisational Behaviour; K. Aswathappa, 6th
edition,; Himalaya publishing house. ;Pg-
62,219,220
Principles & practice of Nursing management & Administration for B.Sc & M.Sc Nursing;
Jogindra Vati; 1st
Edition; Rajkamal Eletric Press; Pg- 30, 31.
https://www.business.com/articles/management-theory-of-elton-mayo/#:~:text=Mayo
%20management%20theory%20states%20that,given%20team%20would%20be
%20successful.
https://en.wikipedia.org/wiki/Elton_Mayo
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