Human Relations Theorists and Their Theories

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Human Relations Theorists and Their
Theories (after Hawthorne) (before beginning,
take SAQ 1(pp. 103-104) and score (p. 106)
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Douglas McGregor (1906-1964) Believed
organization functioning depended on beliefs of
managers and their assumptions of human nature
and human behavior
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Theory X managers assume most people are lazy,
dislike work, need carrots/sticks to perform
they are immature, need direction, are incapable
of taking responsibility How would a Theory X
manager treat employees, motivate them,
reward/punish them?
4
Theory Y managers assume that people have a
psychological need to work, want achievement,
have the ability for creative problem solving,
will seek out and accept responsibility. How
would a Theory Y manager treat employees,
motivate them, reward/punish them?
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• 6 basic assumptions of Theory Y
• Work is a natural human function people do not
  dislike work, and it may be a source of
  satisfaction.
• People will exercise self-direction and
  self-control toward objectives, if they are
  committed to them.
• Commitment to objectives is a function of the
  rewards associated with their achievement.

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• The average human being learns to seek out
  responsibility.
• People have the capacity for imagination,
  ingenuity, creativity in solving organizational
  problems
• In modern life, the intellectual potential of
  average people is only partially utilized.

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What are the implications for management? Theory
X managers tend to blame problems on employees
(like some instructors blame problems on
students!) Theory Y managers take responsibility
for problems no bad troops, only bad officers)
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Theory X/Y is oversimplified people may react
differently in different situations its not
human nature nor personality that is at
issue. The key word is POTENTIAL people are
capable of much more than they are given credit
for. How might this theory affect your management
of employees?
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Abraham Maslow 1908-1970 the father of humanist
psychology Developed a hierarchy of
needs Lower-level needs (physiological, safety)
are stronger, and must be met first, then
higher-level needs (social and self-esteem) may
be met. These needs are deficiency needs
only unmet needs motivate.
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(The highest order need, self-actualization, is a
growth need. The process of satisfying this need
actually increases rather than decreases
motivation.)
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Frederick Herzberg 1923 - ? The author of the
two-factor theory of employee motivation. His
1968 article (One more time how do you motivate
employees?) discusses KITA management. KITA
Kick in the Ass KITA can be positive or
negative NEITHER is effective (Negative KITA is
rape Positive KITA is seduction)
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Herzberg said that satisfaction and
dissatisfaction are not opposite the opposite
of satisfaction is the absence of satisfaction
(you are either satisfied or youre not) The
factors that lead to job satisfaction/ motivation
are different from the factors that lead to job
satisfaction
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Herzbergs study showed that Of all factors
contributing to job satisfaction, 81 were
motivators Of all factors contributing to
dissatisfaction,, 69 involved hygiene factors H
believed that job enrichment adds to motivators
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How does Herzbergs theory link with McGregors
X/Y theory and Maslows hierarchy? Can you see
the connections between their assumptions about
managers and about employees?
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Rensis Likert (1903-1981) Studies employees in
industrial firms Categorized management along a
line from System 1 to System 4 System 1
exploitative, authoritarian management by fear,
coercion top-down communication no shared
decision-making superiors and subordinates
psychologically far apart Climate fear,
intimidation, dissatisfaction
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System 2 Benevolent authoritarian carrot
rather than stick subordinates still
subservient information flowing upwards is what
boss wants to hear major policy decisions made
at the top
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System 3 Consultative Carrot/stick both used
management tries to talk with employees
communication flows both ways, but is still
limited upwards important decisions still
top-down
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System 4 Participative Communication open,
extensive ideas and opinions solicited
employees feel free to express ideas Decision-maki
ng participative employees have
influence Information flows freely flexible
channels of communications in all directions
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4, contd Performance goals developed through
participative management organization members
motivated (Take SAQ 2 at this point and discuss
its relationship to Likerts theory)
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Much of the study in organizaitonal
communications from the 1960s through the 1980s
rested on the belief that System 4 was the ideal
climate for organizational effectiveness. Is this
true? Always? Are there circumstances in which
System 4 is not optimal for communication? For
effectiveness? Which Style would you like to
live in?
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Later, Likert postulated System 5 for the future
all authority/ hierarchy will disappear Basic
principle behind work of McGregor/Likert
effective modern organizations must see
themselves as interacting groups of people with
supporting relationships to each other How could
this be applied to your practice?
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Paul Spector 1997 study of Job Satisfaction 4
facets Rewards Other People Nature of the
work Organizational context
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Some of Spectors thoughts Job satisfaction
seems to increase with age why? No clear
results on relationship between job satisfaction
and gender or race, there are clear differences
in job satisfction across countries (Mexican
workers more satisfied than American) (think
expectation)
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Supervisors have the biggest role in job
satisfaction Outside factors 34 of Americans
experience a considerable amount of work-family
conflict. This negatively affects job
satisfaction. Men have more problems in this
area than women.
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There is small correlation between pay level and
satisfaction (see Herzberg) Job stressors have an
effect on satisfaction Control over
decisions Support, encouragement Work schedule
flexibility (people like longer shifts with more
days off 4 10-hour days vs. 5 8-hour days)
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• Personality clearly effects job satisfaction
• Studies show that about 30 of variance in job
  satisfaction is attributable to genetic factors
  some people are predisposed to be happy some are
  chronically unhappy
• Positive attitude
• Person-job fit

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Job dissatisfaction manifests in Absenteeism
Turnover Burnout Physical health/psychological
well-being It seems clear that job experiences
affect health.
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Studies consistently find that job satisfaction
and life satisfaction are moderately and
positively correlated.
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What are the implications of these findings for
your practice? Hiring employees what kind
should you look for? Motivating employees what
will you use to keep people interested? How can
you reduce absenteeism, turnover?
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How do these theories relate to your
communication with employees?