Chapter -10

Human relations and motivation

 Human Resource management and Relations

Scientific Management: The Scientific study and breakdown of work into

its smallest mechanical elements, and then re-arrangement into their
most efficient combination. The application of the principles of scientific
management has resulted in many cases of increased or improved
productivity.
 Experienment-1 from the Hawthorne studies:
It was an illumination experiment, employees was divided into two groups.
One group worked in a test room where the intensity of lighting was varied, and
the other group was working in a room with constant intensity of light.
To test the behavioral study of employees, the light levels was raised, light
level was lowered, resting periods had been reduced but nothing can change the
production level. The production was similar in amount
The reason for this same production level was found when one employee was
interviewed.
He told that a change in the morale occurred because employees felt motivated
and more responsible. They also did not want to let down the co-workers.
This was a form of self imposed pressure. The employees also felt good about
the experiment. Labor turnover was dropped and absences was drastically
reduced.
An employee who used to absent 85 times in a 32 months before experiment
went for 16 months without an absence.
Experiment-2
(to measure the group incentive plans on productivity)
Although economic incentives were offered for increased productivity, The
members of the group set informal production quotas that would allow most
group members to work at a comfortable pace.
The power of the informal group, not the economic incentive, controlled
production.
 Key points of Hawthorne Studies

A Series of experiments that found that work group significantly affected

the way workers behave and perform.
❖ The Hawthorne findings offered no perfect answers or specific
motivation programs for managers.
❖ It did show that informal groups can influence productivity.
❖ Productivity increased through self- imposed pressure in experiment 1
but it was restricted by group pressure in the second.
❖ The major difference in the two experiments was the supervisory
style used. The first used General supervision, the employees felt
special about themselves. The self, was recognized, and employees
liked this kind of recognition.
❖ In the second, a closer supervisory style was used.
❖ In the first experiment the employees were women, men in the second.
❖ Regardless of the differences the Hawthorne studies showed how group
characteristics and types of supervision influence motivation and productivity.
❖ The studies have been interpreted differently but one message is clear. Manage r
attempting to create a favorable condition and climate for the employees need to
consider 1. the group 2. helping employees to improve their self esteem 3. style
of supervision.
the importance of helping people to feel good about themselves, to feel special is
captured in Roethlisberger’s own word “ if one experiment on a stone, the stone
does not know it is being experimenting upon”
It is simple for people to experiment on stone. But a human being experimented
upon is likely to know it. Therefore, attitudes toward the experimenter become the
very important factors in determining his or her responses to the situation. This
phenomenon is known as the “Hawthorne effect”.
Scientific management and the Hawthorne studies contributed insights,
methodologies, and ideas to the area of human relations; that is, the
study of how organization manage their employees individually and
within groups to improve productivity.
Motivation : What is it?
❖ Motivation is the way in which drives or needs direct a person’s behavior
toward a specific goal. It concerns the level of effort put forth to pursue specific
goals. Managers cannot observe the motivation process directly since it
occurs internally. For example Gina knows that Jose and Mike have similar
skills and work experiences. But Jose completes his work while Mike begun
to slip. So she concludes that Gina is motivated, but Mike is not.
What are the tools that motivate employees?
Generally Rewards and Punishment are the tools managers use to motivate
employees. Now rewards can be extrinsic or intrinsic.
✔ Extrinsic reward: reward external to the work itself and administered by
someone else, such as a manager. Example: pay, fringe benefits, recognition, and
praise.
✔ Intrinsic reward: reward that is directly related to the performance of the job.
Example: feeling good about achieving the target goal, independence to take job
related decision without supervision.
punishment: An undesirable consequences of a particular behavior or taking
something away from a person. For example an employee who is continuously
delaying in his task may punished by having his pay docked for the time
missed. On the other hand punishment involves taking something away from a
person.
 Important things to note:
❖ Communicating and administering rewards and punishment are part of the
managerial job to create the most motivational atmosphere.
❖ Motivation is goal oriented. For achieving a particular goal employee need to be
motivated. It can work like first the person experiences tension created by
unfulfilled needs, the person starts a search to find out reasonable way to satisfy
these needs. Third, when some of these needs fulfilled and some of the goals
achieved the process begins again.
To create the atmosphere their subordinates need to perform efficiently. Managers
must have some grasp of the motivation process. Management educator and
consultant Peter Drucker stated “ no matter how authoritarian the institution, it
has to satisfy the ambitions and needs of its members and do so in their capacity as
individuals”
both intrinsic and extrinsic reward appear to produce higher level of performance
than punishment.
 Theories of management and needs.

Maslow’s needs Hierarchy: A motivational theory, offered by Maslow, that people

have five needs arranged in a hierarchy from physiological to self- realization.
Look at figure 10.2 from textbook
1. Physiological need: the starting point for understanding motivation is
Physiological need. It is basically biological need such as food, water, air. A
person who is hungry will be more motivated to work for food than a person
who is not hungry at all. But when the hungry person fulfilled his need for food ,
then food does not motivate him at all. The next desire of him can motivate to
work.
2. Safety need: it is basically security need, such as the need to be financially
secure and protected against job loss. After the physiological need fulfilled a
person began to gave safety need. Physiological need fulfillment no longer
motivates him.
3. Social need: the need to belong and to interact with other people. The friendly
behavior of individuals in small group within organization is a major source of
satisfaction for social needs to employees. Once social needs have been largely
satisfied, they also begin to lose power to motivate the employee. So here rise
another need.
4. Esteem need: the esteem need are needs for self- respect from others. An
important part of this area is that an employee’s work efforts and output recognized
and appreciated by others. When the need for self -esteem is strong, individual
often set difficult goals and work hard to achieve that goal.
5. self- actualization need: The top of the hierarchy is Self-actualization need. It is
the need and ability to display and use one’s full range of skill and competence.
This need takes over when the other four level of need adequately fulfilled. Most
people think of artist, composers, and scientists seeking self-actualization.
 McGregor’s Theory X and Theory Y
Douglas McGregor, a professor of management, introduced a theory of managerial
style, referred to as Theory X and Theory Y. This two types of theory provide two
different type of managerial style (how manger manage in each type).
Theory X: the managers of theory x are assumed to view the average employees as
:
❖ Employees disliking work and finding ways to avoid it as much as possible.
❖ Employees responding to threats of punishment or control because of the dislike
of work. ( here according to this theory employees do not like to work).
❖ They avoiding responsibility because of a lack of ambition.
❖ They wanting to be directed and have security.
The manager of Theory X view of workers will probably focus on
▪ Creating conditions to satisfy physiological and safety needs.
▪ Closely controlling and supervising subordinates as they are demotivated.
▪ Managers use Autocratic style. ( strictly supervise to follow instruction)
Theory Y: In Theory Y manager assume that employees:
❖ Enjoys work and does not want to void it.
❖ Wants to achieve organizational goals through self- directed behavior.
❖ Responds to reward associated with accomplishing goals.
❖ Will accept responsibility.
❖ Has initiative and can be creative in solving organizational problems.
❖ Is intellectually underutilized. ( have intellectual ability to solve a problem and
achieve goal)
Managers focus:
▪ managers emphasis on human growth and development .
▪ Mangers follow democratic management style ( give independence to employees
to achieve goals)
Herzberg’s two-factor model of motivation: Frederick Herzberg, a social
psychologist and consultant, proposed a work motivational model. He provides two
factor 1. Hygiene factors 2. Motivator factors.
❖ Hygiene factors: the hygiene factors are salary, job security, personal life,
working conditions, status, interpersonal relations, technical supervision,
company policies.
❖ If this factors are absent of inadequate it will crate job dissatisfaction among the
employees.
❖ Herzberg believes that this factors are crucial for employee's job satisfaction but
this factors can not motivate employees to perform any better.
Motivator factors:
❖ Motivator factors are: Achievement, advancement, Growth opportunity,
recognition, the job itself, responsibility.
❖ While hygiene factors deal with external features of the job, motivational are job
content oriented.
❖ This factors create motivation to perform better.
 Ouchi's Theory z
Behind the economic growth and power of japan there are many factors. One of the
major factor in the success achieved by a highly motivated workforce is called the
theory z style of management. William Ouchi’s Theory Z approach draws on the
characteristics of successful U.S. and Japanese management styles and
organizational practices. Ouchi, a management researcher, emphasizes these
characteristics of Theory Z practices:
▪ Lifetime employment (to help satisfy physiological and safety needs).
▪ Consensus decision making ( to help satisfy social needs).
▪ Individual responsibility, (to help satisfy self-esteem needs).
▪ Careful evaluation and promotion (to build confidence and self esteem).
▪ Opportunity to use skills (to help satisfy self-actualization needs).
 Goal setting
Goal setting is the process of identifying specific levels of performance to be
achieved in a certain time frame. When goals become too difficult to understand
and when goals become unrealistic the performance drops .
Goal setting concepts:
1. Meaningful goals: when employees helped to set a goal it becomes clear to them
and they also feel motivated to achieve that goal by themselves. So it enhance
their performance.
2. Feedback: feedback also important in goal achievement. People want to know
how they are doing.
3. managers can use goal setting to motivate employees. Setting specific goals and
providing feedback about goal accomplishment enhance motivation and
performance.
 Job enrichment
Job enrichment is a motivational factor that involves incorporating variety,
feedback, and autonomy in the job. A method intended to increase the motivation
and satisfaction of employees and to improve the production through job design.
Motivational jobs contain the following characteristics:
meaningfulness: the work must be perceived as worthwhile.
Responsibility: the employees must be personally responsible for any effort
expended.
Knowledge and results: the employee must receive on a regular basis, feedback
about how well he or she is performing.
Studies indicate that five job characteristics create good psychological feelings
about a job. These characteristics can be enriched by a manager.
1. Skill variety: the degree to which a job requires activities that are challenging.
2. Task identity: the degree to which the job requires the completion of a “ whole”
piece of work. Example: building an entire generator as it passed by a
conveyer belt.
3. Task significance: the degree to which the job is significant to the organization.
These three characteristics contribute to the meaningfulness of a job.
4. Autonomy: the degree to which the job gives the worker freedom,
independence, and leeway (own way) to carry out what is required.
5. Feedback: the degree to which a worker gets information on his or her
effectiveness in carrying out the job.