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CHAPTER TWO
Concepts and Development of Human Relations
In the word of Jone et’ al (2005) Human Relations movement
advocates the idea that supervisors behaviourally trained to manage
subordinates in ways that elicit their cooperation and increase their
productivity.
According to Bateman and Snell (1999). Human Relation approach
is aimed at understanding how psychological and social processes
interact with the work situation to influence performance.
Human Relation was the first major approaches to emphasize informal work relationship and workers satisfaction.
“Human problem” become as important as the “Machine problem” or the sales problems.
The key concept of human relations can be said to be that,
productivity and employee behaviours are influenced by the informal
work group, cohesion status, and group norms determine output. Managers
stress employee welfare, motivation and communication. Social needs
have precedent over economic needs (Bateman & Snell 1999).
The emergence and development of human relations can be traced
back to 1920s – 1955 in fact it emerged from a research project that
began as a scientific management study. This approach owes much to other
major school of thought for example, many of the ideas of the
Gilbreths (scientific management) and Bernerd and Follet
(Administration management) influenced the development of human
relations (Bateman & Snell 1999).
Advance in the science of man, and his behaviour as an
individual and in group, e.g. psychology, sociology e.t.c. have reveal a
number of factors which helped business and industrial problems. The
basis of the human relation movement was the integration of various
disciplines i.e. industrial psychology and sociology, applied
anthropology and social psychology and was concerned with the human
problems which management encountered (Appleby 1980).
The Hawthorne Studies and Human Relations
Perhaps the most important contribution made to management
during the human relations period came from the experiment of the
Hawthorne plant of Western Electric Company. This experiment have
become widely known as the Hawthorne experiment. They revealed that an
organization was more than a formal structure or arrangement of the
functions. Mayo wrote “(An organisation) is a social system, a system
of cliques, grapevines, informal status system, virtuals and a mixture
of logical, non-logical and illogical behaviour” Hicks and Sullet
(1981). The research provided some of the most interesting results in
the history of management (Bateman and Snell 1999).
To increase efficiency, the researcher studied ways to improve
various characteristics of the work setting such as job specialization
on the kinds of tool workers used. One series of study conducted from
1924 – 1932 at the Hawthorne work of the Western Electric Company, with
the recent publication of the research findings. It revolutionized
management thinking by focusing attention on the component of the job
and work satisfaction on the part of employee (Jones et’ al 2000).
The research included people from the National Researcher
Council, the Harvard Business School and the Massachusett Institute
of technology.
Among the people who wrote about the Hawthorne experiment was
Elton Mayo (1888 - 1949 who is often quoted as having been a leader of
the researcher. However, there appears to be some doubt as to the
extent to which Mayo was actually innovated in conducting the
experiments and his exact contribution to the human relation movement.
There were five phases of the Hawthorne experiment.
- The illumination experiments
- The relay assembly experiments
- The interviewing programme
- The bank wiring observation room
- The final study (Cole 2000).
This investigation was conducted by the company’s own staff
under the direction of Messrs, Pennock and Dickson. This stage was
concerned with the effect of lighting on output. Eventually, two groups
of comparable performance were isolated from the rest and located in
separate part of the plant. One group, the control group, had a
consisted level of lighting; the other group, the experimental group
has its lighting varied. To the surprise of the researchers, the output
of both group increased. Even when the lighting for the experimental
group was reduced to every low level, they still produced more! At this
point Pennock sought the help of Mayo and his Harvard colleagues.
(Cole 2006)
- The Relay Assembly Test Room (1922 - 1929)
The objective of this stage was to make closer and more detailed study of the effect of differing physical condition on productivity. All this stage, it is important to note, there was no deliberate intention to analyse social relationship or employee attitudes. Six women worker in the relay assembly section were segregated from the rest in a room their own. Over the cost of experiments, the effect of numerous changes in working conditions were observed. Rest pauses were introduced and varied, such times were varied in timing and in length. Most of the changes were discussed with the women before being implemented. Productivity increased whether the condition were made better or worst – later studies including altering the working week. Once again output increased regardless of the changes. By the end of stage two, the researcher realized they had not just been studying the relationship between physical working condition, fatigue, monotony and output, but had been entering into a study of employee attitude and values. The women’s reactions to changes increased output regardless of whether conditions improved or worsened has come to be known as ‘the Hawthorne Effect’, that is to say the women were responding not so much to the changes as to the fact that they were the center of attention a special group.
Before the relay test had come to an end, the company had
decided to implement an interview programme designed to ascertain
employee attitude towards working conditions, their supervision and
their jobs. The interviews were conducted by selected supervision,
initially on a half-hour, structure basis. Eventually the interview
pattern becomes relatively unstructured and lasted for ninety minutes.
Despite this, the numbers interviewed reached over 20,000 before the
programme was suspended. The wealth of material gained was used o
improve several aspect of working conditions and supervision. It also
became clear from the responses that relationships with people were an
important factor in the attitude of employees.
- The Bank Wiring Observation Room (1932)
In this study, fourteen men on bank wiring were removed to a
separate observation room, where apart from a few differences, their
principal working conditions were the same as those in the main wiring
area. The aim was to observe a group working under more or less normal
condition over a period of six months or so. The group was soon
developing it own rules and behaviour – it restricted production in
accordance with its own norms; it short circuited the company wage
incentive scheme and in general protected it own sectional interests
against those of the company. The supervisions concerned were powerless
to prevent this situation. The group had clearly developed it own
unofficial organization, run in such a way that it was able to protect
itself from outside influences whilst controlling its internal life
too. The group believed that if they increase their output, management
would raise the standard level of price rates.
This stage commenced some four years stage four (The bank
wiring observation room) because the economic difficulties of the
depression. This final stage was based on lesson learned from the
earlier studies. Its focus was firmly on employee relations and too the
form of personal counseling.
The counselor encouraged employees to discuss their problems at
work, and their result led by improvement in personal adjustment.
Employee supervision relations and employee management relations.
- The Importance of the Hawthorne Experiment (Human Relations)
Whatever the interpretation of the result of the Hawthorne
experiment, they did generate new idea concerning the importance of
work groups and leadership. Communication output restriction,
motivation and job design.
The placed emphasis on the importance of personnel management
and gave impetus to the hard work of human relations writers.
The Hawthorne experiment undoubtedly marked a significant step
forward in providing a further insight into human behaviour at work and
the development of management thinking. The Hawthorne experiment are
regarded as one of the most important of all social science
investigations and are recognized as probably the simple most important
foundation of the human relations approach to management and
development of the organizational behaviour.
The human relations movement has led to ideas on increasing
production by humanizing the work organization it store for social
needs at work as well as improving the process of Managaemtn. It is
regard and management to show concern for industrial sociology.
The human relation approach recognized the important of the
informal organization which will always be present with formal
structure. This informal organization influences the motivation of
employees who will view the organization for which they work through
the values and attitude of their colleagues.
The view of the organization determines their approach to work
and the extent of their motivation to work well or otherwise. Human
relations demonstrated that people go to work to satisfy a complexity of
needs and not simply for monetary reward. It emphasis the importance
the wider social need of individuals and gave recognition to the work
organization as a social organization and the importance of the group
and the group norms and values in influencing individual behaviour at
work it has been commented that the human relation school was concerned
about people without organization (Mullins 1988).
- The Effect of Human Relations to Management
Perhaps the major shortcoming of Taylor’s philosophy was
his under estimation of the magnitude of these feeling in relations to
his economic man concept. Mayo attempted to show that man is an
emotional, non-logical being who often react unpredictably to the work
environment.
The influence of human relation philosophy can be seen in much
management training programme today. Topic such as communications,
counselling, understanding people and leadership are common ingredients
in many training programme and reflect that funding of the original
Hawthorne that improved communication e.t.c. will increase moral (Gray
& Stake 1998).
The researcher at the Hawthorne plant discover the positive
impact of supervisory style that permit employees in the way they do
their work. Infact the Hawthorne studies produced the first scientific
evidence of the relationship between employee, participation, and
producing the Hawthorne studies also led to other studies, including
the classic coach and Bench and Lewin research which provided evidence
that participation by subordinates could lead to higher level of
productivity, satisfaction and efficiency (Ivancevich & Matteson
1999).
The effect seems to suggest that worker attitudes toward their
managers affect level of workers performance. In particular the
significant findings was that a manager behaviour or leadership approach
can effect performance. It is finding led many researchers to turn
their attention to managerial behaviour and leadership. If supervisor
could be trained to behave in ways that around elicit cooperative
behaviour from their subordinate then productivity could be increased
(John et ‘al 2000).
- Human Relations in Banking Industry
Human relations in organization is a term used today to
denote a systematic developing body of knowledge devoted to explaining
the behaviour of man.
Therefore, the impact of human relations cannot be over
emphasized in the banking industry. The terms Human Relations, in its
broadest sense cover all types of interaction among people; their
conflict, cooperative effects and group relationships. It is the study
of why our beliefs, attitudes and behaviour sometimes cause
interpersonal lives and in work related situation.
The study of human relations emphasizes the analysis of human
behaviour, prevention strategies, and resolution of behavioural
problems. Reece Brand (1992)
Onasanya (1990) define human relations as the relationship
between one person and another or a group of people within a community
whether at work or social gathering. He went further that good Human
Relations between executives and other staff will lead to an
understanding which can generate corporation and hence attainment of
organizational productivity. The executive and subordinate staff will
have to maintain sound relationship with people at different levels.
The ability to maintain cordial relationships among workers and immediate community helps in promoting effectiveness.
The realization that no two individuals are alike when it comes
to dealing with people and the situation in which people find
themselves at any particular time has a great influence on mental
attitude and consequences on behaviour, so care should be taken in
harding individuals on different issue. The management cooperation with
all politeness in addressing people showing appreciation and
qualification when need be and offering reward all contribute to good
human relations and high productivity in an organization.
According to Hicks and Byers (1972) Human Relations is an
integration of people into work situation in a way that motivates them
to work together productivity, cooperatively and with economic
psychological and social satisfaction.
They wet further to say that many factors influence a persons
behaviours and attitude, such as age, sex, appearance, health, emotion,
environment, education, region, nationality and culture. They also
influence reaction of others to the individual and more so, frustration
makes people to be in disagreement.
Human relations according to Lorging (1983) is an exasting
aspect of workers meeting new people of all kind, such as meeting
broaden their horizon hopefully other derive pleasure from meeting them.
The key element in Human Relation is basis observation of
making organizational members fill useful and important. This process
is viewed as the means of building a cooperative and participative
workforce.
- Dimension of Human Relations in Banking Industry
The relations at work concern relationship with people at different levels and this relationship can be categorized into three (3) dimensions.
- Upward Relationship such as between the boss and his subordinates.
- The horizontal relationship between officers of the same level and equal ranks.
- Downward relationships between the boss and subordinate which are placed under their supervisions.
Ezinwa and Agoma, (1993) stressed that there is a link
between these dimension and the closest in relationship is between
workers and the boss.
A good relationship therefore entails having the knowledge of
technicalities of ones job as such the process of good human relations
with ones subordinate and boss is equivalent in human reform terms to
establishing job responsibilities.
A cordial relationship depends upon having a clear
understanding of ones job and the attitude evident to both. It involves
areas of authority match with responsibilities and pull resource for
the attainment or performance of activities.
They went to classify an organization in term of how it relates to its clients, members and encompassing society.
Organizational goals range from individual to organization of
how it relates with a variety of social unit between each of the
groups.
Mullins (1985) state that “good management is intimately
connected with good Human relation at an efficient management is two
aspect at the same time.
He also makes it clear that Human relation at work cannot be
the responsibility of the executive alone. So good human relation
involves moral attitude, teaching everyone whatever their positions with
respect and caring about employees.
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