What is the human relations theory (and why should you care)?

What is the human relations theory?

The human relations theory (which you might also hear referred to as the human relations movement, human relations management, or the human relations approach) was established by Elton Mayo, an Australian psychologist. He conducted a series of experiments at the Hawthorne plants in the 1920s (now aptly named the Hawthorne Experiment or the Hawthorne Study).

At the time, the prevailing management approach was something called Taylorism, where workers were viewed as machines. However, following a series of experiments on the employees of the Hawthorne plants, Mayo had different ideas.

He altered different elements of the work environment and working conditions, like the lighting levels. But, what he found surprised him.

The gist of his theory is that social factors—things like job satisfaction, a sense of belonging, and inclusion in decision-making—had a huge impact on worker productivity and performance. Those were the real sources of motivation for workers, and not the environmental factors (like lighting) he had originally set out to study with his more scientific management approach.

He concluded that workers weren't machines, but individuals who had unique preferences. Thus, the human relations theory was born. It covers a lot, but as Jeffrey A. Sonnenfeld noted in his own report, the human relations approach can be boiled down to five main conclusions:

1. Humans are complex, and their work behaviors are influenced by a variety of factors
2. Workers are influenced by the norms their primary work group establishes
3. The social structure of these work groups is maintained by job-related symbols of power
4. Managers should understand the unique needs of workers, rather than assuming a one-size-fits-all approach
5. Employees will be more open to changes if you give them the opportunity to participate

In short, the factors that most impact a worker's performance are more psychological than anything. People are social beings, and their workplace is a social system on its own.

The good and the bad of the human relations theory

That sounds a lot like how effective organizations are managed today, right? This theory caused a major shift in how organizations were run, and most businesses still incorporate aspects of this movement.

But, much like anything, it isn't without its criticisms. Let's take a look at some of the benefits and drawbacks of the human relations management theory.

Advantages of the human relations theory for management

It makes sense that treating an employee as a unique individual would offer some advantages in terms of motivation, employee morale, and even organizational communication. And it's true that a human relations approach has some pretty big perks for employers, including:

• Greater engagement: When employees feel valued, they're more engaged in their work and invested in their employers.
• Boosting employee productivity: Because employees have a greater commitment to their organizations, employee motivation goes up and so does their productivity. In fact, research says that an engaged workforce can boost productivity by as much as 21%.
• Improving employee retention: All of this means employees are more likely to stick around for the long haul. A survey of over 50,000 employees found that engaged employees are 87% less likely to leave a company.

Criticisms of the human relations theory for management

While the human relations theory did place more emphasis on the positive treatment of employees than most previous management models, critics argued that it was still another way to manipulate workers in the interest of increasing their output.

Additionally, others maintain that the Hawthorne Experiments themselves were unscientific and couldn't provide any real, tangible conclusions about employee satisfaction.

This theory is also criticized as being somewhat narrow-sighted, as it didn't account for broader social, economic, and technological factors. Peter Drucker, one of the most well-known management thought leaders, said that the experiments focused solely on interpersonal relations without any consideration for employee performance.

How do you put the human relations approach into action?

Despite the fact that it's not without its naysayers, the human relations theory does still have merit in the modern workplace. But, how can you actually put this management theory into practice in your own work environment? Here are five different strategies.

1. Provide a big-picture vision

Employees want to see the value in their work. In fact, a whopping nine of 10 people are willing to earn less money if it means they can do work that's more meaningful to them.

But, it's hard for your employees to extract a sense of fulfillment from their tasks if they have zero visibility into the bigger picture.

Help them zoom out by providing adequate context around their responsibilities. What does that assignment accomplish for the broader organization? Why does their work matter?

By prioritizing this kind of communication, you'll empower your employees to feel less like a machine required to crank out a specific task, and more like a vital and valued member of your team and overall company.

2. Collect employee feedback

Your employees likely have a lot of ideas about things you could improve at work but you have to listen to them. Unfortunately, 34% of employees worldwide say that their companies don't listen to their suggestions.

The human relations theory requires that you involve employees in decision-making, and also that you actively solicit their feedback. You might hear this referred to as participative management, where employees are involved in discussions and decision-making processes.

But here's the important thing to remember: If you gather feedback and never act on it, that will only breed more frustration. Communication is key to developing positive workplace relationships. As Gallup explains, "Employees doubt the motives of managers who ask for their opinions, then don't do anything with them. Employees expect and need resolution, and one of the best ways to do this is through action planning."

3. Understand employees as unique individuals

Remember that one of the core tenets of the human relations theory is that there isn't a one-size-fits-all approach to management. Worker satisfaction will only improve if management understands that employees have unique physiological needs and different perspectives that bring value to the greater organization. A diverse team is a balanced team.

One of the best ways to do that is to complete the free F4S  assessment. You'll get detailed information about different types of motivation and work styles for yourself and your team.

You'll be able to tailor your management style accordingly, match tasks and projects to your team member's strengths, and deliver messages and feedback in a way that resonates with each of them individually.

Then you can take it a step further by taking a free coaching program for professional development. Your team can increase their interpersonal relationships with our Increase EQ or nail your organizational goals with our 8-week program, Goal Catcher.