Initial Post and 2 responses

Module Based Content

Hawthorne studies were meant to find different ways in which productivity of the workers can improve. The reviews were formed as a movement for human relations in an organizational management to find out the strengths and capabilities that workers have as well as to manage, develop and measure them effectively. Illumination experiments were performed so as to find out the different levels of lighting on the productivity of labor (Muldoon, 2012).

The second portion includes the relay assembly test room study, which helped in concluding that social relationship formed among employees as well as their involvement in decision making has a more significant impact on the productivity compared to the working conditions. The third part involved a mass interviewing program which helped in making a conclusion that productivity can be improved if the workers receive a chance to talk about important issues that they experience freely. The fourth portion was a bank wiring observation room experiment, which concluded that a group tends to set up its own output standards and social pressure is usually used to attain the standards of output (Muldoon, 2012).

Different criticisms have been directed toward Hawthorne’s studies. The principal grounds on which the objections base include lack of validity, where most of the experiments were conducted under controlled situations. Another aspect is that the tests focused too much on the human factor, which cannot increase production alone. Finally, the experiments gave too much significance to the freedom of employee leaving out the constructive role of the supervisors within an organization. Too much freedom among employees tends to lower performance as well as productivity level (Muldoon, 2012).

The most significant take away from Hawthorn’s experiments is employee freedom and their participation in decision making which helps improve the performance of employees. When employees are involved in decision making, they feel valued and as part of the organization which increases their motivation. Another key takeaway is the importance to concentrate on the positive communication between subordinates and supervisors. This helps build trust and good relationships which helps improve productivity. Finally, an organization should make an effort to foster information relations among the employees. There is a need for the employees to know each better through understanding each other’s values, behaviors, beliefs, and cultures. Information relations are only obtained through informal interactions between the employees. 

Landmark research

Human relations leadership

Leadership includes the process of influencing the activities of groups as well as people so that they can do and follow what they leader instructs. Leadership is usually based on aspects such as courage, mutual trust, and empathy (Harding et al, 2011). Through leadership, the interests of the followers are understood to offer conditions that will help fulfill the needs while accomplishing the goals and objectives of the organization (Harding et al, 2011). Human relations, on the other hand, includes the process of training workers, dealing with their interests, promoting workplace culture as well as providing solutions to conflicts that may arise between employees as well as between employees and management (Tyssen, Wald, & Spieth, 2013).

There are several theories that help guide human relations leadership. The first method is the great man theory, which states that people are born to lead human relations. Therefore, based on this theory leaders are born and not made (Tyssen, Wald, & Spieth, 2013). Situational theory helps in explaining the relationship between leadership styles and precise situations in an organization. This means that different situations require a different approach regarding the leadership styles. Trait theory mainly focuses on measurement of traits or the patterns of behavior, emotion, and thought. Trait theory includes outlining the different stable characteristics that make people or leaders behave the way they do. Therefore, the theory focuses on the qualities that make a person a great leader (Tyssen, Wald, & Spieth, 2013).

The different theories bring different approaches to the leader and provide a ground on analyzing what makes a good human relations leader who can understand the needs of his followers and devise ways to meet those needs. 

Contemporary research

How to improve employee motivation 

Having an organization with motivated employees is a key aspect of improving performance as well as keeping the most competent employees. Competent employees are always in high demand and if they are not continuously motivated, they might opt to work with other companies (Bennett, 2010). Improving the motivation of employees takes many forms and does not only include the monetary forms. Therefore, human relations leaders are expected to think creatively and be flexible. The first aspect can result in increased motivation is individualized employee recognition, which includes giving the employees a chance to select the reward they want from provided options (Bennett, 2010).

ncreasing assigned responsibility is also another way the employees’ motivation can be improved. Employees assigned more responsibility within the organization tend to feel motivated and therefore, work harder toward making the overall company success. It includes providing an equal ground for employees to take accountability for different projects (Bennett, 2010). Finally, incorporating flexible work schedule where each employee has a chance to choose the working hours that he or she is comfortable working.

According to Adriana (2012), leadership styles used by human relations leaders also tend to play a key role in motivating employees. The author identified two styles of leadership that is usually associated with improved motivation among the employees including transformational and servant leadership styles (Adriana, 2012). Transformational leadership focuses on change within an organization and encouraging the employees to achieve following the provided guidelines and strategies to attain the desired level of change. On the other hand, servant leadership starts with the feeling that a person wants to serve. The theory helps in building employees lives, enhancing organizations performance and formation of a more just and caring world (Adriana, 2012).

References

Bennett, A. C. (July 13, 2010). Focus on Management Methods: Employee Motivation: The Key to Improved Productivity. Hospital Topics, 50, 2, 31-34. 

Harding, N., Lee, H., Ford, J., & Learmonth, M. (January 01, 2011). Leadership and charisma: A desire that cannot speak its name?. Human Relations, 64, 7, 927-949. 

Muldoon, J. (2012). The Hawthorne Legacy. Journal Of Management History, 18(1), 105-119.

Tebeian Adriana. (July 01, 2012). How To Improve Employee Motivation And Group Performance Through Leadership A Conceptual Model. Annals of the University of Oradea: Economic Science, 1, 1, 1092-1097.

Tyssen, A. K., Wald, A., & Spieth, P. (December 01, 2013). Leadership in Temporary Organizations: A Review of Leadership Theories and a Research Agenda. Project Management Journal, 44, 6, 52-67.