Human Relations School (Elton Mayo and others) | Public Administration Optional for UPSC (Notes) PDF Download

Introduction

George Elton Mayo

His background in psychopathology significantly contributed to his work as an industrial researcher. Mayo is often regarded as the father of human relations theory. Some of his notable works include "The Human Problems of an Industrial Civilization" published in 1933, "The Social Problems of an Industrial Civilization" in 1945, and "The Political Problem of Industrial Civilization" in 1947. Contributions to Human Relations Theory Mayo is well-known as a pioneer of the Human Relations Movement. His research, especially the Hawthorne Studies, highlighted the importance of social groups in influencing individual behavior at work. In the 1930s, through the Hawthorne Studies, Mayo investigated various factors, including changes in workplace lighting, to understand their impact on productivity. He discovered that job satisfaction heavily depends on the social dynamics within a workgroup. Standards for support and high yield were established based on a sense of significance, as physical conditions or financial incentives had limited motivational value. People tend to imitate the behavior of their workgroups, and management can leverage this to benefit the organization.

Early Experiments by Elton Mayo

• Elton Mayo, like his contemporaries, focused on issues related to industrial labor in factories, such as fatigue, accidents, production levels, rest periods, and working conditions. 
• In 1923, he began his research in a textile mill near Philadelphia, which was considered a model organization at the time. The mill offered excellent facilities for labor and was well-organized, with open-minded and caring employers. However, despite these positive aspects, the mule-spinning department faced significant challenges. 
• The turnover rate in this department was drastically higher than in others, with an expected turnover of nearly 250 percent compared to the 5 to 6 percent annual turnover in other departments. This meant that around 100 industrial workers were needed each year to maintain a workforce of just 40 in the mule-spinning department, which was crucial for the mill's operations. 

Challenges in the Mule-Spinning Department:

• The management implemented various incentive schemes to address the high turnover but found them ineffective. They even consulted other firms for solutions. Eventually, they resorted to offering specific financial incentives suggested by engineers, but these also did not yield satisfactory results. As a last resort, the problem was referred to Harvard University, marking the beginning of Mayo's research at Harvard, known as "The First Inquiry." Mayo's investigation into the mule-spinning department was thorough, examining the situation from physical, social, psychological, and physiological perspectives. 
• He discovered that workers suffered from foot pain due to the long distances they had to walk between machines. Each worker was responsible for monitoring and repairing multiple machines, which added to their physical strain. The lack of communication among workers due to the noise of the machines and the age differences among workers further contributed to the challenges. Despite the difficulties, Mayo found that the workers had a strong sense of loyalty to the company president, who had previously commanded them in the army during World War I. 

Implementation of Rest Periods:

• Using the information gathered, Mayo proposed experimenting with rest periods. He suggested introducing two ten-minute rest breaks in the morning and two in the afternoon for workers in the mule-spinning department. This initiative showed promising results from the start. Gradually, the rest period system was extended to all workers, effectively addressing their physical exhaustion. 
• The workers responded positively to the changes, leading to a significant reduction in turnover, increased production, and improved morale. In summary, Elton Mayo's research highlighted the importance of understanding the physical and psychological needs of workers in industrial settings. His findings and subsequent interventions in the mule-spinning department not only improved working conditions but also enhanced overall productivity and employee satisfaction.

Human Relation Theory

• According to this theory, employees are seen as human beings with intrinsic qualities, not just as tools for labor. The fundamental principle is that human problems require human solutions, and better-off workers are key to a successful organization. 

Proponents of this theory argue that public institutions have often tried to solve human issues with non-human data. The theory highlights four crucial aspects that classical theorists overlooked: 

• Organizations should be viewed as social systems. 
• Workers are human beings with all their attributes. 
• Informal elements are significant for overall organizational output. 
• Organizations have a social ethics rather than individual ethics. 

The Human Relations School emerged as a response to classical theories, which emphasized formal structure, control, efficiency, economy, and hierarchical authority. It is rooted in group dynamics, sensitivity training, and institutional growth, focusing on openness, worker satisfaction, self-actualization, reduced absenteeism, and interpersonal competition. 

• However, the principles of the Human Relations Movement are often based on tests and assessments rather than observations of ongoing processes in complex institutions. This raises questions about the validity of these principles and their potential conflict with classical and neo-classical models. 
• The Human Relations approach in administration acknowledges the coexistence of informal and formal organizations as essential for enhancing efficiency and productivity. Understanding the interrelationships between both institutions is crucial, as the presence of informal institutions reflects the struggle between individual and organizational goals. 
• The Human Relations School aims to align individual and institutional objectives, requiring mutual commitment and dedication from individuals in achieving productivity and personal satisfaction. While the classical approach focuses on formal and observable aspects of organizations, it may not capture the entire functioning of the organization. 
• The Human Relations School, as articulated by scholars like Chris Argyris, McGregor, Likert, Maslow, and Herzberg, builds upon the works of Elton Mayo, Roethlisberger, Dickson, and Chester Bernard. These scholars criticized classical organization theory for prioritizing formal structure and economic incentives while neglecting the true determinants of individual behavior. 

The Human Relations School draws from the Hawthorne Studies conducted by the Western Electric Company in Chicago, led by Elton Mayo and his associates. Mayo's findings highlighted the impact of work conditions on productivity and the importance of rest breaks in alleviating postural fatigue and enhancing workers' well-being. 

The investigations on Southern California Aircraft Industry

• The last study conducted by Mayo during World War II focused on examining absenteeism and turnover in the Southern California Aircraft Industry.
• Mayo took a broader look at the social aspects and initially studied the community environment to identify reasons for the high absenteeism and turnover rates in the industry.
• He found that the population movement in the area at that time was not the main issue.
• The draft had removed workers who previously held work teams together.
• There were similar issues in other places, but Mayo believed that these external factors only had a significant impact if management had not focused on building strong working groups.
• Similar to the research at Western Electric Company, this study looked at the internal social factors within organizations as possible causes of absenteeism and turnover.
• The study gradually narrowed its focus from the entire industry to a single company, specific departments, and finally a detailed look at one work center that had low absenteeism.
• They found that absenteeism and turnover were linked to the formation of work teams.
• When these teams fostered an atmosphere of active cooperation with company policies, absenteeism and turnover rates decreased.
• The formation of teams was heavily influenced by the quality of management and both formal and informal leadership within the work group.
• Supervisors who were trained in managing human relations proved to be effective in solving both predictable and technical problems.
• This allowed supervisors to focus on human issues, enabling workers to contribute to improving work conditions.
• Informal leadership was also crucial for success.
• For work centers to succeed, tasks needed to be managed by a lead person, while the foreman rarely visited.
• The lead person, who had significant industry experience, supported other workers by providing technical, personal, and social assistance.
• They ensured that necessary materials were available and maintained connections with the rest of the company.
• These findings were further supported by interviews with workers who had inconsistent attendance.
• The “irregulars” often felt personally ineffective and unhappy.
• Many workers left their jobs because they felt their work was not a significant part of their lives.
• This issue was linked to supervisors who were perceived as impatient and lacking understanding.
• As a result, the irregular employees felt like disconnected individuals rather than part of a cohesive team.
• Mayo concluded that these findings aligned with his earlier research.
• He emphasized that the need for social connection is fundamental and that informal social groups will naturally form.
• Management should not leave the development of social groups to chance; instead, they must recognize the need for meaningful social connections and create conditions that support this need while aligning with organizational goals.

The Effects of Hawthorne Experiments

 The Human Relations Approach emerged as a response to the limitations of the Classical Approach in understanding organizational dynamics. Elton Mayo and his colleagues conducted the famous Hawthorne Experiments at the Western Electric Hawthorne Works in the 1920s and 1930s, which revealed crucial insights about human behavior in the workplace. 

Key Findings from the Hawthorne Experiments:

• Non-Economic Inducements: The research suggested that management should focus on non-economic inducements, such as social and psychological factors, rather than just economic incentives and formal organizational principles to enhance productivity and leadership. 
• Hawthorne Effect: The experiments demonstrated the "Hawthorne Effect," which indicates that individuals respond positively when they perceive that others are trying to help them, regardless of whether specific goals or benchmarks are met. 
• Informal Organization: The studies revealed that informal organizations within the workplace often thrive and, at times, contradict the formal organization's objectives. This highlighted the importance of social dynamics over mere physical or material conditions. 
• Social Environment: Participants were found to be more motivated and organized by their social environment rather than their physical environment. Increases in self-esteem were closely linked to changes in the social environment. 
• Emotional and Social Factors: Mayo and his associates concluded that individuals are driven more by emotion and social values than by logic and facts. Material goods and physical resources need to be integrated with social values to be effective. 
• Role of Social Groups: The Human Relations Approach emphasizes the significance of social groups and relationships within the organization. Emotional and non-logical perspectives are considered more important than economic factors in improving organizational productivity and efficiency. 
• Group Dynamics: Human behavior is largely influenced by group relations and group thinking, highlighting the importance of fostering positive social interactions within the workplace. 

 In summary, the Human Relations Approach, through the insights gained from the Hawthorne Experiments, shifted the focus of management from purely economic and logical considerations to the understanding of social and emotional factors that drive human behavior in organizations.

Human Relations School and Criticism

1. Complexity of Productivity: Critics argued that the Human Relations School oversimplified the relationship between self-esteem/satisfaction and worker productivity. McGregor, as early as 1960, highlighted that productivity is a complex issue influenced by factors such as economic capacity and technological change. 
2. Prescriptiveness: The Human Relations approach was seen as prescriptive, similar to scientific management and classical administrative theory. However, it differed in that it emphasized the importance of social relationships in modern organizations. Critics believed it should be regarded as an ethical framework in its own right. 
3. Lack of Empirical Verification: Many propositions put forth by the Human Relations School lacked empirical verification. This was due to the unavailability of data or the ethical nature of the proposals, making them unsuitable for empirical testing. Additionally, since these statements were related to human emotions and behavior, they could not be tested easily. 
4. Organizational Conflict: Critics pointed out that the Human Relations School did not adequately address the issue of conflict within organizations. Argyris, for instance, suggested that the gap between organizational capabilities and individual needs could lead to conflict. 
5. Power Relations: The Human Relations School overlooked power dynamics within organizations, particularly the influence of external power on organizational members. 
6. Focus on Industrial Organizations: The Human Relations School primarily focused on industrial organizations and industrial work, neglecting blue-collar and lower-level white-collar workers. Studies on non-industrial and public sector organizations were exceptions rather than the rule. This bias limited the school’s claim of having a general theory of organizations. 

The criticisms of the Human Relations School centered around three main points:

• Conflict: The school failed to consider the potential conflict between workers and managers.
• Formal Structure: The impact of formal structure on organizational members was overlooked.
• Technology: The type and complexity of technologies used in an organization were deemed more significant in determining informal social structure and human interactions than the factors emphasized by Mayo and his colleagues.

Conclusion

• The human relations method had a significant impact on organization theory.
• Research conducted by scholars in this area led to a new idea that an organization functions as a social system.
• In this system, the worker is seen as the most important part.
• The experiments showed that individuals within an organization are not just simple tools; they are complex personalities.
• Workers interact in a group setting that can be difficult to understand.
• Overall, the human relations school was key in bringing about a major change in organization theory.
• This change introduced a new concept called organizational humanism.
• Organizational humanism has become an important area of study within the social sciences.