The Human Relations Theory: How to Improve Workplace Relationships

This chapter addresses the Human Relations Theory, whose two prominent proponents were Elton Mayo and Fritz Roethlisberger. Human relations theory can be described as a response or some sort of opposition to the previous scientific management theories. In particular, while scientific management theorists studied organizations from a structural view, human relations theorists studied organizations from a behavioral lens. Human relations theory gained more popularity especially from a series of experiments conducted at the Hawthorne Western Electric plant spread between the years 1927 and 1932. Elton Mayo is regarded as the father of human relations theory, especially because of the novel ideas he held concerning the running of organizations in a world, which was rapidly witnessing industrial advancements. His education as well as professional background contributed significantly to his ideas. He previously studied medicine in Australia, England, and Scotland before eventually changing career because he felt he could make better contributions elsewhere. He returned to Australia in 1905 and in 1911, he was awarded a degree in Psychology and Philosophy from the University of Adelaide. While working at Harvard, he influenced experiments to be conducted at the Hawthorne Western Electric plant, which were designed to study human behavior in relation to their productivity. The illumination experiment was the first to be conducted at the plant. The objective was to investigate whether increasing the intensity of lighting at the company increased the productivity of employees. However, it would soon be established that the productivity of employees changed because they knew they were participants in an experiment and not as a result of the light intensity. The Relay Assembly Test Room experiments gave a clearer picture of employee behavior. Employees operating in a social group and were treated in a friendly way increased their output. The bank wiring study would later validate the Relay Assembly Test Room experiments. In the latter, employees were put in one room with a supervisor who was not so friendly. Despite the employees receiving incentives, they seemed to have their own targets, and in doing so, developed an informal organization. In this informal organization, the employees developed their own rules and resented members who did not adhere to them. Roethlisberger was Mayo’s colleague at Harvard, and when Mayo retired in 1947, Roethlisberger tried to advance the human relations theory. This theory calls for “maintaining a nurturing work environment, replacing close supervision with a more relaxed and sympathetic form of supervision, and encouraging the development of cohesive work groups” (p.153). According to Mayo, as people left their homes to work in the various industries, there emerged what he referred to as social disorganization. It means that people were disconnected from their families, friends, and other close relations. The new industrial environment expected that employees adjust to their new surroundings instead of the management trying to establish conditions that addressed the humanistic needs of the employees. The employees often had to perform programmed and repetitive tasks, which left them bored and defeated. In response to the needs of employees in the new industrial world, human relations theory advocated for a humanistic approach to solving employees’ needs and grievances. The first strategy was to introduce active listening, where employees are given a chance to express themselves. In doing so, the employees feel part of the organization. Secondly, organizations needed to boost employee morale. Some seemingly benign actions such as appreciating the employees or encouraging them could allay their fears and make them more productive. Lastly, organizations needed to foster social or group cohesion, where employees work in an environment that promotes participation, communication and socialization. If these three prominent strategies are employed collaboratively, employees could improve on their social, emotional and psychological wellbeing, which would result in increased productivity.