DCQ5242 PRINCIPLE OF MANAGEMENT

• A motivational theory to improve employee's

productivity
• To prove the importance of people for
productivity
• Human relations management theory: a
research belief that people desire to be part of a
supportive team that facilitates development and
growth.
 Maslow:
5 basic needs (physiologocal,
safety, love, esteem and self-
actualization) were motivating
factors when viewing an
empoyee's work value
HOW MOTIVATIONAL
THEORY FITS WITH
HUMAN RELATIONS IN
MANAGEMENT

Douglas Mcgregor
supported motivation beliefs
- Employees contribute more
to the organization if they
feel responsible and valued.
 HOW DID IT
BEGIN?
Elton Mayo started an experiment in the
Hawthorne plants in 1924; the Hawthorne
experiment.

This
thisplant
phonealready acted
parts plant extremely
already acted extremely
progressivelytowards
progressively towards its workers
its workers (through
(through pensions
pensions
and and
sickness sickness
benefits), benefits)which was almost
something
unthinkable in this period.

Elton Mayo and his assistants, including Fritz

Roetlishberger, conducted research into
changing working conditions. (I.e: light,
duration of breaks and working hours.)
 4 PARTS OF HAWTHORNE
EXPERIMENT

PART I : ILLUMINATION EXPERIMENT

PART II : RELAY ASSEMBLY TEST ROOM STUDY

PART III : MASS INTERVIEWING PROGRAM

PART IV : BANK WIRING OBSERVATION ROOM EXPERIMENT

1 ILLUMINATION
EXPERIMENT

• Conducted to find out how varying

levels amount of light affected the
productivity
• Assumption: Higher illumination
increases productivity
• Conclusion: Illumination did not have
any effect on productivity.
2 RELAY ASSEMBLY
TEST ROOM
EXPERIMENT
• To determine the effect of changes in
various job conditions on group productvity

• Conclusion: Productivity increased not

because of positive changes in physical
factors but because of a change in the girls'
attitude towards work and their work
group.
• They developed a sense of stability,
belongingness, responsibility and self
discipline.
•
•
•
3 MASS INTERVIEWING
PROGRAMME
To study the human behaviour in the company.
20,000 employees
Direct interviewing to non-direct interviewing
• Interviewer was asked to listen instead of arguing,
advising.

Valuable insights:
• Worker's behaviour was influenced by group's
behaviour
• Position of worker is a reference from which the worker
gives meaning to events, features like working hours,
wages
• Social demand of a worker are influenced by social
experience in groups both inside and outside of plant
4
BANK WIRING
OBSERVATION ROOM
EXPERIMENT

To analyse the functioning of small group

and its impact on individual behaviour
CRITICISM OF HUMAN RELATION
THEORY

Gave little attention to the formal relation while

Lacks scientific validity
putting greater emphasis on the informal relations.

Behavior of the workers during the experimental Could not explore the multi dimensional
was not natural. phenomenan of human motivation.

Not aware of the economic dimension.

ADVANTAGES OF ELTON MAYO'S THEORY

Employee Collaboration Motivation

and and
Workplace Culture Productivity

Fostering Employee
Creativity
Matrix of Motivation Theory

COHESIVENESS NORMS
+ +
NORMS COHESIVENESS

• Ineffective in terms of • Limited positive

production impact on
• Wouldn't last very long COHESIVENESS productivity NORMS
• Nobody is motivated + • Team member +
to be productive NORMS working towards their COHESIVENESS
own success
• Negative impact on • • Greatest positive
productivity impact on productivity
• Team is great, but • Each team member
negative behaviours supports each other to
are encouraged succeed
ELTON MAYO'S FINAL CONCLUSION
the needs of workers were often based on sentiment (belonging to a group and
thus having a sense of value) and that this could lead to conflicts with managers,
who mainly focused on cost reduction and efficiency.

Individual employees must Informal groups in the workplace

be seen as members of a have a strong influence on the
group behaviour of employees in said group

Managers must take social Salary and good working

needs, such as belonging to conditions are less important for
an (informal) group, employees and a sense of
seriously belonging to a group
 THANK YOU
“Management, in any continuously successful plant, is not related to single workers but
always to working groups. In every department that continues to operate, the workers have
whether aware of it or not formed themselves into a group with appropriate customs, duties,
routines, even rituals ; and management succeeds (or fails) in proportion as it is accepted
without reservation by the group as authority and leader.” -Elton Mayo