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Contributions of Human Relations Theory
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- 2.17.3 Limitations of Human Relations Theory
| 2.17.2 Contributions of Human Relations Theory (a) By stressing social needs, the human relations movement improved on the classical approach, which treated productivity merely as an engineering problem. Ina sense, Mayo had rediscovered Robert Owen’s century-old dictum that a true concern for workers, those vital machines, paid dividends. b) His studies revealed a fact that seems commonplace today that an office, factory, or shop is not merely a workplace but also asocial environment, with employees interacting with each other. And this social environment is very 89 influential in determining the quality and quantity of work produced. c) In addition, Mayo spotlighted the importance of a manager’s style and thereby revolutionized management training. More and more attention was focused on teaching people management skills, as opposed to technical skills. d) Finally, his work led to anew interest in the dynamics of groups. Managers began thinking in terms of group incentives to supplement their former concentration on their individual worker. 2.17.3 Limitations of Human Relations Theory (i) It overemphasized emotional-and social needs thus making it another single factor explanation of human behaviour. For this reason, it is called a neoclassical new classical) theory. ii) The model may only selectively applicable. For example, it is not applicable in military and prison establishments where the nature of the command system requires authoritarian practices. However, even the military apply psychological motivation for its personnel. iii) The approach contains a pro-management bias and a strong moral undertone because it contains ideas which were put forward on how to eliminate conflict and 'manipulate' the worker to work harder. iv) The assumption of the model that individual's needs should be identified and satisfied at work makes the organization a substitute for the community. This view, apart from being a closed model, is unrealistic because the organization cannot accommodate all the factors influencing the behaviour of workers. Download 3.37 Mb. Share with your friends:
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