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Happiness Inspires Productivity “Happiness inspires productivity” is a quote by Shawn Achor that represents the Hawthorne Studies. The Hawthorne Studies were a major step in discovering the perfect work environment. “The Hawthorne Studies gave rise to the profession of industrial psychology, by legitimizing the human factor as an element in business operations” (Rieger, 1995, Para. 3). Discovering the perfect work environment has been going on for a long time and is constantly evolving. The first theory of the perfect work environment involved only financial rewards. Today the theory now includes many different incentives to promote productivity like vacation time, health benefits, promotions, and recognition in the work place. There are …show more content…
“Follett believed that her predecessor’s lack of attention to human relationships was a major flaw in their management theory” (Rieger, 1995, para. 13). She believed that having a good relationship with the members in your organization was the main factor affecting the amount of productivity in a work place. Many people liked the idea of Follett’s theory, but without anything to support her claim many people dismissed her idea. “Follett’s lack of experience in industry diminished her credibility with business people. She also lacked empirical data to support her positions” (Rieger, 1995, para. 17). This is where the Hawthorn Studies come in which provides Follett’s theory with the proper scientific data to support her theory. I agree with Follett’s idea that a good employee’s relationship will increase productivity. Good employee relationships will also positively promote the company. Many companies strive to have a good reputation for their ethics and human relations with is why Follett’s idea was a success even if it did not have the proper data to support her claim at the …show more content…
“Workers improve their productivity when they believe management is concerned about their welfare and assign them particular attention. Improvements in workers’ productivity are possible by paying attention to their social environment and their informal groupings” (Fredrick, 2001, para. 5). This concluded that managers should focus on their employee’s wellbeing and then as a result their factories productivity will increase. “The researchers (in the Hawthorne Studies) concluded that social norms or group standards were the key determinants of individual work behavior” (Robbins, 2014, p 32). The Hawthorne Studies showed that employees cared more about acceptance and security than promotions. This dismissed Taylor’s theory and the Hawthorne theory became the main management
McGregor has written two theories about human nature. Theory X basically assumes that people will do the least amount of work required of them. That they will need to be monitored and workers will need a set of rules for every employee to follow . There is also no incentive for them to go above their current job duty. Theory Y basically believes that if you give the employee the opportunity to do well the employee will take that opportunity and use it to the best of their abilities. They are able to set their own work goals and really strive to put their all into their career. They will be go getters that are responsible for their self and willing to do whatever the company needs from them. They will own up to any issue and trust that their co-workers will do the same (Larsson, Vinberg & Wiklund, 2007).
Taylorism is a system that was designed in the late 19th century, not only to maximise managerial control, but to also expand the levels of efficiency throughout workplaces. With this being said, productivity levels increased and fair wage distribution was the main result. However, with other, more recent theories and systems, such as Maslow and Herzburg’s theories, these helped to focus on the satisfaction and motivation of the workers rather than the concern of managerial control and empowerment. Fredrick W. Taylor ended up developing 4 main principles to help increase the work efficiency and productivity in workplaces; these will be discussed later on. Other theories relating to this include, Fayol, Follett, Management Science Theory as well as Organisational-Environmental Theory. All theories listed have an influence on the way businesses work effectively and put their skills to action. This essay will highlight how Taylorism was designed to maximise managerial control and increase productivity, furthermore, showing how more recent theories were developed to focus on empowering employees and to extend the use of organisational resources.
Chest Barnard, president of the New Jersey Bell Telephone Company, writes how important good communication systems are to see an organization thrive in his book, The Functions of the Executive. One must encourage workers to contribute to the organizations by inducing them to do so. Barker states that Barnard view workers as docile, uninspired creatures and lacked sensitivity. Barker discussed Abraham Maslow 's, a sociologist, Hierarchy of Needs who states that people are motivated by physiological, safety, belongingness and love, esteem and self-actualization needs. To motivate workers, management must be sensitive the needs of the workers. The next theory discussed in Barker 's, "Public Administration in Canada," is Douglas Macgregor 's Theory X and Y. Theory X states people need to be threatened, lazy and need to closely supervised to do the work required. In contrast, Theory Y claims employees are self-motivated, independent and able to fulfill their job roles on their own. Organizational humanism is often criticized since these theories are seen as a way to manipulate employees to get employers their desired goals. Many people label organizational humanism as "Country Club" management since organizational humanist set these elegant standards for the work
The ingredients or factors that determine happiness on the job are universal in that all workers need a combina...
An organization’s structure can affect its efficiency and productivity. The two main management theories are the Classic Theory and Theory X. Classical theory is defined as a management theory of a large organization in which management is led by intuition to motivate and control employees (Hamilton, 2008 p. 41). The Classic Theory can be divided into two large subgroups, scientific managers and bureaucratic theorists. Scientific manager’s focus is on reducing production costs while bureaucratic theorists focus is on administrative efficiency (Hamilton, 2008 p. 43). Although Theory X is not a large subgroup of the Classical Theory, it is under the classical theory and its crucial point is that workers are assumed lazy; therefore managers punish them to motivate them. Managers of Theory X believe that the average person; will avoid work because they do not like work, will not strive to achieve objectives, will avoid responsibilit...
Since the end of the 19th century, when factory manufacturing became widespread and the size of organisations increased, people have been looking for ways to motivate employees and improve productivity. A need for management ideas arise which lead to classical contributors such as Frederick Taylor and Henri Fayol generating management theories such as Taylor’ Scientific Management and Fayol’s Administrative Management. In the late 1920’s and early 1930’s the Hawthorne studies were conducted where Elton Mayo was the predominate figure and contributed to the Behavioural viewpoint. This brought about a Human Relations Movement which included Douglas McGregor’s Theory X and Theory Y approach. Similarities and differences can be found between the theories due to the relevant time period they were implemented, the motives or goal of the theory and how they view organisations. However the use of contingency theory can help negate the dissimilarities which occur as it allows the relevant elements from each theory to be applied to specific situations.
It turns out that knowing what makes us happy isn’t enough. We have to act on that knowledge, and not just once, but often" (chapter 10). Jane McGonigal presents the fact that it "It turns out that we knew what makes us happy is not enough, we need to act on this knowledge, not just once, but often" (Chapter 10). Jane McGonigal presents the fact that it is not enough to know what causes us to be happy but we should act according it more often.
Stearns, Peter N. “The History of Happiness. (Cover Story).” Harvard Business Review 90.1/2 (2012): 104-109. Business Source Complete. Web. 6 June 2015.
...n highly repetitive tasks which could lead to boredom and employees feeling like machinery. Third, Taylor and Weber’s systems ignored employee relationships and group dynamics which play some role in employee happiness. Both Taylor and Weber’s systems reduced worker discretion, flexibility, and motivation. Neither believed that specific employees were essential to efficiency and effectiveness and dehumanized the workers.
By conducting the Hawthorne studies, various assumptions were discovered. A person's work behaviour is not easily determined as a cause and effect relationship; however it is determined by a complex set of attributes. Informal groups that were present in the organisation form a social structure which was preserved through job related symbols of prestige and power. Change in the organisation can be avoided by being more aware of the employees' sentiments and their participation. The findings of the experiments led to the discovery that the workplace is a close knit social system and not just a production system.
It is important that employees do not fear for their jobs, are stressed of their tasks and their deadlines, etc. Employee happiness should be one of the most important topics for any organizations. If they are happy, they are more likely to focus on their own tasks, work hard, and create a good environment. If they are stressed they are more likely to make mistakes and influence the environment
Levy, Paul E. Industrial Organizational Psychology. New York: Worth, 2013. Print. The. Laird, Dugan, Sharon S. Naquin, and Elwood F. Holton.
The relationship between employer and employees plays a pivotal role in the performance of the organization. Employers and employees have certain responsibilities towards each other which facilitate a fair and productive workplace. Positive work relationships create a cooperative climate with effort towards the same goals. Conflict, on the other hand, is likely to divert attention away from organizational performance.
To start with, the Human Relations Movement firstly emphasises the importance of the working environment for employees as a socialised natural group in which social aspects for both employees and managers take precedence over functional organisational structures. Elton Mayo, who was called “the founder of both the Human Relations Movement and of industrial sociology” (Pugh & Hickson, 1989, P.152), had the basic idea that “workers had strong social needs which they tried to satisfy through membership of informal social groups at work place” (Nicholson, 1998, p.215). Opposing the classical perspectives of management principles of the Scientific Management and Bureaucracy, Mayo claimed that scientifically clarified rules, strict work procedure and incentive money payments were not the only stimulus to inspire workers and that they were “less factors in determining output than were group standards, sentiments and security” (Robbins, Millett & Waters-Marsh, 2004, p.815-816) after he proceeded an experiment, called the ‘Hawthorne Experiment’. According to the Hawthorne Studies, employees were motivated to work harder and efficiently when managers provided a more comfortable and informal working environment taking into account individual satisfaction and their personal needs rather than manipulating employees by way of higher remuneration. Mayo demonstrated that an organisation could not generate much beneficial output if managers “treat workers simply as economic individuals wanting to maximise pay and minimise effort” (cited Nicholson, 1998, p.215). As a result, “managers would no longer consider the issue of organisation design without including the effects on work groups and employee attitudes” (Robbins & Barnwell, 2006, p.47). They now see their jobs as dealing with human beings rather than simply with work.
Gilbert, Dan." The surprising science of happiness." Ted Talks. Ted. Ted Talks, Monterey. 1 Feb. 2004. Lecture.