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HUMAN RELATION MOVEMENT

Introduction
Human relation is a term often used to describe the ways in which

managers interact with their subordinates .


Human relations movement refers to the researchers of organizational development who study the behavior of people in groups , in particular

workplace groups .
It also examined the effects of social relations , motivation and employee satisfaction on factory productivity . The movement viewed workers in

terms of their psychology and fit with companies , rather than as


interchangeable parts.

In the beginning, the focus was mainly on improving efficiency, motivation, and productivity. But over time, this research became more involved with redefining the nature of work and perceiving workers as complex human beings . A group of Harvard researches , headed by Elton Mayo , known as the founder of the Human Relations Movement conducted a series of experiments on worker productivity in 1924 at the Hawthorne plant of Western Electric Company in Illinois .

According to Mayo, to achieve its goals, the organization must attempt to understand

and respect the emotions, sense of recognition and satisfaction of non-monetary needs of
the workers. The Human Relations Movement held that: Individual are motivated by social needs and good on-the-job relationships and

respond better to work-group pressure than to management control activities.


Organizations are co-operative social systems. Satisfaction of psychological needs should be the primary concern of the management. The workers main concern-satisfaction of their needs other than those of monetary nature.

When the personnel management stimulates the production of more and


better work , we have good human relations in the organization. When the morale and efficiency deteriorate, human relations are deficient.

To create good human relationships, managers need to know why


employees act like they do and what social and psychological factors motivate them.

BASIC IDEAS OF MAYOs HUMAN RELATION MOVEMENT


1. Supervisors should not act like supervisors -- they should be friends, counselors to the workers 2. Managers should not try to micro-manage -- there should be no overriding concern for production 3. People should be periodically asked how they feel about their work -- and their supervisors

4. Humanistic supervision plus morale equals productivity this is the Mayo formula

5. Humor and sarcasm are good in the workplace -- it's all part of group dynamics 6. Workers should be consulted before any changes -- and participate in change decisions 7. Employees who leave should be exitinterviewed -- turnover should be kept to a minimum

Elton Mayos Belief


Individual workers cannot be treated in isolation, but must be seen as members of a

group.
Monetary incentives and good working condition are less important to the individual than the need to belong to a group. Informal or unofficial groups formed at work have a strong influence on the behaviour of those workers in a group. Managers must be aware of these 'social needs' and cater for them to ensure that employees collaborate with the official organisation rather than work against it. Believed that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work

Motivation of Mayos Theory


Mayo studied and looked at how changing physical factors improved people's performance. He found out that it wasn't the physical conditions being changed that made people work harder but instead the following. Working in a team with a leader. Better communication.

So he conclude that : Better communication between managers and workers Greater manager involvement in employees working Working in groups or teams

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