What is human relations theory?
Human relations theory emerged in the United States in the 1920s and 1930s. It saw workers not as purely economic actors but as social beings who seek belonging and recognition, as a corrective to Taylor's scientific management with its focus on standardized tasks and piece rates.
The Hawthorne studies
- Illumination experiments (1924-27): output rose whether lighting was increased or decreased, so physical conditions alone could not explain it.
- Relay assembly test room (1927-32): output generally rose across changes in breaks and hours; researchers credited attention and group atmosphere.
- Interview program: more than 20,000 employees were interviewed, revealing that feelings and attitudes affect work.
- Bank wiring observation room: the work group enforced its own "fair day's output" norm, revealing informal organization.
The findings were reported in Roethlisberger and Dickson's Management and the Worker (1939).
Core claims
- Workers are social beings; non-economic rewards matter.
- Informal groups exist within formal organizations, and their norms shape output.
- Managers need communication, participation and considerate leadership.
Compared with scientific management
| Scientific management | Human relations | |
|---|---|---|
| View of people | Economic man | Social man |
| Focus | Formal structure, work methods | Informal groups, feelings |
| Motivators | Piece rates | Recognition, belonging, participation |
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Criticism and legacy
Carey (1967) and others criticized the studies' design and interpretation, and a reanalysis of the original data (Levitt & List, 2011) found the "Hawthorne effect" weaker than claimed. Still, the movement led to McGregor's Theory X and Theory Y, Herzberg and other motivation theories, behavioral organization science and later systems perspectives.
References
- Mayo, E. (1933). The Human Problems of an Industrial Civilization. Macmillan.
- Roethlisberger, F. J., & Dickson, W. J. (1939). Management and the Worker. Harvard University Press.
- Carey, A. (1967). The Hawthorne studies: A radical criticism. American Sociological Review, 32(3), 403-416.
- Levitt, S. D., & List, J. A. (2011). Was there really a Hawthorne effect at the Hawthorne plant? American Economic Journal: Applied Economics, 3(1), 224-238.
- McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.