Human Relations &

Human Resources
Approach
Chapter 3
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Classical Approach
Doesnt:
Account for individual needs of
employees

Non-financial reward

Social interaction
Human Relations
Approach
Hawthorne Studies
Influenced transitions from classical
approach to human relations approach
Illumination Studies
Mayo interested in how changes in work
environment would impact productivity
Found unexpected results
Hawthorne Effect
The more attention given to someone, the more
likely their behavior will change
Social factors influence productivity
Maslows Hierarchy of
Needs Theory
Humans are motivated by basic needs

Five Levels-lower order needs must be
met before reaching higher needs
Continue shift of emphasis to social
interaction and managerial attention in
the workplace
Maslows Hierarchy of
Needs Theory
1. Physiological
living wage to purchase food and clothing
2. Safety
Free from danger (safe working conditions)
3. Affiliation
Need to belong, social relationships with co-workers
4. Esteem
Sense of achievement and accomplishment (internal)
Compensation and reward (external)
5. Self-Actualization
Job that allows growth and creativity
Mcgregors Theory X
and Theory Y
The assumptions managers have about
the function of an organization
Theory X postulates the negatives about
human nature (pg. 40)-Classical approach
Theory Y postulates the positive about
human nature (pg. 41)-Human relations
approach
These categories are not mutually exclusive
Principles highlight human needs and
satisfaction with those needs being met

Human Relations
Approach
Need for attention
Social interaction
Individual achievement

If management pays attention to these,
worker productivity will increase!

Human Resources
Approach
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Human Resources Approach
Acknowledges contributions of the
classical and human relations
approaches to organizing
Recognizes that individual labor is
crucial in meeting organizational goals
Recognizes that individuals have
feelings & needs
Emphasizes the employees cognitive
contributions
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Recap on Human
Relations
Lack of research and data to support
relationship b/w fulfilling needs &
satisfaction.
Hawthorne Studies served as
springboard to Human Relations
Managers still control-fear of misuse &
manipulation by management
Problem with relationship b/t worker
satisfaction and productivity
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Flow Chart on H.R.
Principle
Work
Factors
Satisfaction
For Higher
Order Needs

Job
Satisfaction
Produc-
tivity

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Flowchart Disconnect?
The relationship b/w job satisfaction &
productivity is suspect
Is satisfied the same as content?
Are there other things that motivate us
to be productive besides satisfaction?
Can you be satisfied and not
productive?
Misuses of principles? (EX of PDM)

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Blake and Moutons
Managerial Grid
Tool for training managers in leadership
styles that would enhance
organizational efficiency while
stimulating individual creativity
Leaders are most effective when they
exhibit a concern for workers and
production (combines classical &
human relations)
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Blake and Moutons
Managerial Grid
5 prototype styles (pg. 52)
Impoverished (1,1)
Country Club (1,9)
Authority-Compliance (9,1)
Team (9,9)
Middle of the Road (5,5)
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Likerts System IV
Focus on organizational form that can
incorporate ideals of human resources
Motivational factors, decision making, goal
setting, influence, performance
Four types are more or less effective in
satisfying org. and individual goal
System I- Exploitive/Authoritative
System II- Benevolent/Authoritative
System III- Consultative
System IV- Participative organization
Linking Pin: An individual with membership in
various work groups

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Communication
Implications
Content-task, social, & innovation
Direction-all directions, team based,
free flow from various locations
(challenge is to be able to access &
utilize)
Channel-all sorts, value on which ever
channel fits best to content
Style-informal-congruent with all-
direction team based communication
Learning organizations
Emphasize mental flexibility
Team learning
A shared vision
Complex thinking
Personal mastery
Emphasizes participation and dialogue in the
workplace
Knowledge management (creation,
development, application)
Pfeffers Seven Practices of
Successful Orgnizations
Employment security
Selective hiring
Self-managed teams & decentralization
Comparatively high & contingent
compensation
Extensive training
Reduction of status differences
Sharing information
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So, When is HR
Appropriate?
Examples of Programs that stress team
management and employee
involvement
Japanese management systems
Scanlon Plan
TQM
Just in Time management
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When Doing HR, Consider
This!
Know when team-based management is
appropriate.
Consider the attitudes of top (and bottom)
management.
Deal with cynicism about change.
Understand the nature of empowerment.
Facilitate the translation program (how to
create a new climate within the
organizational culture.