Human relations movement
The human relations movement is a pivotal area of study in organizational development that focuses on the behavior of individuals within group settings, particularly in the workplace. It emerged in response to the dehumanizing aspects of early industrial labor, which treated workers merely as interchangeable parts in a mass production system. Pioneered by psychologist Elton Mayo in the 1920s through his research at the Hawthorne plant, the movement emphasized the significance of social needs and worker perceptions, demonstrating that employee satisfaction and productivity are deeply intertwined.
The findings indicated that psychological and social needs, such as belonging and recognition, are crucial for enhancing workplace effectiveness. As the movement evolved, it laid the groundwork for contemporary human resource management, stressing the importance of interpersonal skills and a positive workplace culture. Today, organizations increasingly recognize the value of meeting employees' emotional and social needs, not only for fostering a supportive environment but also to reduce turnover and enhance productivity. Human relations principles now guide recruitment, training, and leadership development, showcasing an ongoing commitment to understanding and improving the human experience in the workforce.
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Human relations movement
The human relations movement is a field of study within the theories of organizational development that examines how people behave in groups; most specifically, in the workplace. Early human relations research led to what is known in modern terms as human resource management, and is based upon the concepts of increased employee satisfaction and productivity as a result of the social patterns at work within an organization.
The human relations movement was founded on the idea that workers must not be treated as commodities—i.e., just another cog in the wheel—but as complex human beings with different sources of motivations, interests, and social needs that must be met for them to feel valued in the workplace and to be efficient and productive workers, whether independently or as part of a team.
Brief History
The issue of human relations was first raised during the Industrial Revolution, when each factory worker was responsible for a single, specific task in the process of mass-producing goods. This method of working was based on management research conducted by Frederick Taylor, a nineteenth-century engineer who became one of the first management consultants. In this type of assembly-line system, workers were largely interchangeable, and critics argued that it was dehumanizing. Taylor, however, theorized that more productive workers would take home more pay, which he believed should have provided sufficient incentive. Nonetheless, workplace improvements at that time were typically focused on physical changes such as layout or lighting, rather than social needs.
In the 1920s, psychologist and researcher George Elton Mayo conducted the first real research in the human relations movement. Together with professor Fritz Roethlisberger, Elton Mayo studied workers at the Hawthorne plant of the Western Electric Company. Their goal was to analyze human behavior in the workplace—namely, the causes of improved worker productivity—in a social context. Prior to this research, it was commonly believed that productivity could only be improved if workers developed their technical skills. Elton Mayo and Roethlisberger soon found that, while financial incentives, skill, and pleasant working conditions were important, they had little impact on productivity. Instead, the Hawthorne studies found that employee perceptions—they feel they belong to a group, their manager pays attention to them, and they have a role in making decisions about their work—is paramount, and worker productivity increases significantly. The researchers also found that workers' performance improved when they felt as though they could choose their own coworkers or were occasionally given special privileges, such as working in their own room, which indicated that their managers were paying close attention to (and appreciating) their work.
With the information gained from Elton Mayo's work, groups began to form in the 1940s and 1950s in the United States that were specifically focused on organizational relationships, which were known as sensitivity training groups. In the 1960s, the first human relations degree programs were developed at three universities. In the 1960s, many human relations sensitivity trainings were focused on race relations, especially in schools, as a response to the civil rights movement.
Topic Today
Ultimately, the human relations movement is based on the theory that once basic workplace needs are met—much like basic survival needs—workers' psychological and social needs must be met for them to be productive in the workplace. If those needs are met, workers have better mental health, more positive attitudes, and increased cooperation than workers who don't feel as if they are part of the group.
Human relations movement research was integral in the development of the field of organizational psychology, which studies group behavior, social norms, individual attitudes and motivations, personal values, and roles within the workplace. Many supervisors and managers at various levels within the business world receive professional development and leadership training that is based on many of the theories that originally came from the human relations movement.
The human relations movement has continued to grow into what is commonly referred to as, simply, human resources. Most workplaces have a human resources department whose responsibility it is to recruit, hire, and train qualified job candidates as well as ensure that the workplace culture is safe and positive, where employees' needs are met and any conflicts are effectively resolved. Employers are often willing to invest a significant amount in human relations for a number of reasons, but a primary one is cost: employees who are happy at work and feel valued are more likely to stay in their jobs, be more productive in their positions, and work effectively in teams. Some principles of human relations include recognition of individual differences; trust in employee competence; support through coaching and mentoring; promoting a healthy work-life balance; fostering mutual trust and respect; and transparency in communications, among others.
Contemporary research shows that interpersonal skills are just as important—if not more so—than technical skills when a person is attempting to find or keep a job. As industries continue to change in the United States—with many manufacturing jobs being moved out of the country—interpersonal skills continue to grow in importance as workers are increasingly responsible for providing good customer service to clients. Research into human relations in the twenty-first century is focused on three fields—psychology, sociology, and anthropology—that consider individual human behavior as well as behavior within groups. This type of research also recognizes that a large number of people are not simply working to earn income and pay bills, but to find meaning and purpose—and workers who are unable to feel fulfilled in this way will often seek alternate employment. In fact, because of the importance of human relations, many organizations are bringing their human resources personnel into strategic planning discussions and overall decision-making for the organization.
As workplace needs continue to grow and change, and worker expectations continue to increase, human relations will likewise continue to grow in importance.
Bibliography
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