SlideShare ist ein Scribd-Unternehmen logo
1 von 7
Downloaden Sie, um offline zu lesen
European Journal of Business and Management www.iiste.org 
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 
Vol.6, No.25, 2014 
Human Relations and Behavioral Science Approach to 
Motivation in Selected Business Organizations in Kano 
Metropolis Nigeria 
Salisu Lawan Indabawa 
Department of Business Administration and Management, School of Management Studies, Kano State 
Polytechnic 
Zakari Uba 
Department of Purchasing & Supply, School of Management Studies, Kano State Polytechnic 
Email: hanzamina@yahoo.com 
Abstract 
Theories of management are the basic background for the study of management, it is important for students and 
practitioners of management first to understand these theories. The objective of this paper is to bring to light the 
application of human relations and behavioral science approaches to motivation in selected business 
organizations in Kano metropolis in northern Nigeria, and lay a foundation for the understanding of these 
approaches to management. It also explored the relationship between motivation and employee performance in 
the organizations understudy. The paper made use of both primary and secondary sources of data, through the 
use of researcher designed questionnaires and also books, journals and magazines on management. The paper 
found the use of incentive and bonus schemes in contemporary organizations and therefore recommends that 
despite many strides made since after the discovery of human relations/behavioral approaches which lead to the 
emergence of other theories, that the concept is still relevant and fashionable as such managers should embrace 
the idea of looking at the human/behavioral side of employees rather than concentrating on the mechanical 
aspects of the job alone. Through the use of psychology and sociology managers could despite the complex 
nature of human beings understand the behavior of their employees and try to stimulate greater productivity with 
the use of various motivational tools. 
Keywords: Human, relations, behavioral, motivation, dissatisfaction, classical, theorists, approaches. 
1. INTRODUCTION 
Discussions on Management whether as a theory or as a discipline cannot take place without a proper foundation 
being laid dawn on its evolution. To understand management one has to explore the various theories, which 
could rightly be said to have give birth to it and subsequently, its evolution in other words typical of how in the 
understanding of man one has to first follow his ancestry. 
These theories which includes the classical, neoclassical, general administrative, human relations, 
behavioral, contingency, bureaucratic, systems, chaotic etc. are the foundation for the understanding of the study 
of management, right from the works of Adam Smith who inspired the concept of specialization in his book the 
Wealth of Nations (1776) or the works of Frederick Winslow Taylor (1856-1915) the man widely credited with 
the first scientific study on management and often referred to as the father of scientific management up to the 
present day scenarios. 
The practice of management has evolved over the years from the period of the classical theorists, this 
is as a result of many factors such as the advent of technological tools which became important tools for 
managers in the discharge of their duties, enterprises have also evolved, production practices have changed 
greatly and today, contemporary approaches have emerged as a result of the aforementioned factors. 
Despite all these changes however, the challenges facing managers remain the same, which are 
improved productivity, optimum utilization of resources and greater profitability, and or achievement of 
organizational goals. That is why as societies evolved management theorists and practitioners continuously also 
search for ways to synchronize with the changing times. 
2. LITERATURE REVIEW 
Human Relations Approach to Management 
Early management theories were built on the notion that if management could properly plan, organize and 
control jobs and organizations, productivity could increase. The early approaches emphasized technical aspects 
of the work, at the expense of the work’s personal aspects. This aspect is clearly evident in the works of classical 
theorists such as Fredric W. Taylor, Frank and Lillian Gilbreth etc Therefore, it is not surprising that theories 
were later developed that challenged some of the early fundamentals. 
Two branches evolved during this period identified as the human relations and behavioral theorists 
168
European Journal of Business and Management www.iiste.org 
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 
Vol.6, No.25, 2014 
even though to some degree many academics see them as belonging to the same orientation, being that they 
focus on the individual rather than the job. 
Human relation approach became popular in the 1940’s and early 1950’s, it brought to managers 
attention the important role played by individuals in determining the success or failure of an organization (Plano 
eta l 1978). 
Human relation is frequently used as a general term to describe the ways in which managers interact 
with their subordinates. When management and employees stimulates more and better work conditions we have 
good human relations in the organization. When morale and efficiency deteriorate, human relations in the 
organization are bad. To create good human relations, managers must know why employees act as they do and 
what social and psychological factors motivate them (Stoner, 1978). 
The human relations approach made relationships between employees and supervisors the most silent 
aspect of management. It advocates the training of people in behavioral sciences, such as clinical and social 
psychology to emphasize building collaborative and cooperative relationships between supervisors and workers. 
Two key aspects of human relationships approach are employee motivation and leadership style (Gomez at al 
2002). 
One of the major contributors to the human relations approach was Elton Mayo (1880-1949). He 
together with his associates from Harvard University pioneered the use of scientific method in their studies of 
people in the work environment. Later researchers were more rigorously trained in the various social sciences 
(such as psychology, sociology and anthropology). They also tended to use more sophisticated research methods. 
Thus, these researchers became regarded as ’behavioral scientists’ rather than members of the human relations 
school. (Stoner, 1978) 
Mayo and his associates introduced the “social man” motivated by a desire to form relationships with 
169 
others. 
Hampton (1986) summarized Mayo’s work as follows: Mayo and his associates conducted the 
Hawthorne experiments 1927-1932. Mayo was called in by Western Electric when other researchers, who had 
been experimenting with work area lighting, reported some peculiar results. They had divided the employees into 
a ‘test group’ that was subject to deliberate changes in lightening and a ‘control group’ who’s lightening 
remained constant throughout the experiment. When the test group’s lightening conditions improved, 
productivity increased, just as expected. But what surprised the researchers was a similar jump in productivity 
when lightening was reduced. To compound the mystery, the control group’s output kept rising with each 
alteration in test group’s lightening conditions, even though the control groups experience no such changes. In 
his attempt to solve this puzzle, Mayo ushered in the new era of human relations. 
In a new experiment, Mayo and his colleagues placed two groups of women, six in each group in two 
separate rooms. In one room the conditions were varied and in the other they were not. A number of variables 
were tried; salaries were increased, coffee breaks of varying lengths were introduced, the workday and 
workweek were shortened, the researchers who acted as supervisors allowed the groups to choose their own rest 
periods and to have a say in other suggested changes. 
Once again output went up in both the test and control rooms. The researchers felt that they could rule 
out financial incentives as a cause, since the control group was kept to the same payment schedule. Mayo 
concluded that a complex emotional chain reaction had touched off the productivity increases. Because the test 
and control groups had been single out for special attention, they developed a group pride that motivated them to 
improve their work performance. The sympathetic supervision they received had further reinforced their 
increased motivation. 
The result of this experiment gave Mayor his first important discovery, which means that when special 
attention is given to workers by management, productivity is likely to increase regardless of the actual changes 
in working conditions. This phenomenon became known as the Hawthorne effect. 
Another great contributor to Human relations thought was Miss Mary Parker Follett (1868-1933). It 
was Follett who originally defined management as ‘getting work done through others’. She felt that managers 
were responsible for motivating employees to pursue organizational goals enthusiastically, not simply to obey 
orders. She rejected the notion that managers should be groomed to give orders, believing instead that they 
should be trained to work with employees toward the attainment of common objectives. Follett laid the 
foundations for studies in group dynamics, conflict management and political processes in organizations. 
(Mescon atal 1977) 
Human relations scholars generally believe that if management showed more concern for their 
employees their satisfaction should increase which would lead to an increase in productivity. They recommended 
the use of human relation techniques such as more effective supervision, employee counseling and giving 
workers more opportunities to communicate on the job.
European Journal of Business and Management www.iiste.org 
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 
Vol.6, No.25, 2014 
The Behavioral Approach to Management 
The behavioral approach also sometimes called behavioral science approach emerged from research by 
behavioral scientists including sociologists, psychologists, and anthropologists, who sought ways of improving 
organization effectiveness (Holt 1990). 
Behavioral view point to management is a perspective that emphasizes the importance of attempting to 
understand the various factors that affect human behavior in organizations. (Kathryn at al 1998) 
There are three distinct eras that are associated with the behavioral concepts: 
i. The first was the 1920’s when research inspired what we now call human relations approach movement 
ii. Then the post second world war a period when theorists focused on human needs and motivation. 
iii. The third era is occurring now as we search for integrative concepts that satisfy the dual necessities of 
meeting employee needs and improving productivity. 
The behavioral school on the other hand can also be traced to the realization by managers that the 
classical school did not quite achieve complete production efficiency and workplace harmony. Managers still 
encountered difficulties and frustrations because people did not always follow predicted or rational patterns of 
behavior. (Stoner, 1978). 
Thus, there was increase interest in helping managers to deal with the “people side” of their 
organizations. Several individuals tried to strengthen scientific management and organization theory with the 
insights of sociology and psychology. 
Hugo Munsterberg (1863-1916) introduced the use of psychology to help meet the demands of 
scientific management for increased productivity. In his major work Psychology and Industrial Efficiency he 
suggested that productivity could be increased in three ways: 
i. Through finding the best possible man- The worker whose mental qualities single him/her out as best suited for 
the job. 
ii. Through creating the best possible work-the ideal psychological conditions for maximizing productivity. 
iii. Through the use of psychological influences. Munsterberg calls this the best possible effect to motivate 
employees. 
In each area Munsterberg suggested the use of techniques taken from experimental psychology. For example: 
i. Psychological testing could be used to help select qualified personnel. 
ii. Learning research could lead to improved training methods. 
iii. And the study of human behavior could help formulate psychological techniques for motivating 
170 
workers to greater effort. 
iv. The use of vocational guidance techniques to identify the skills needed on a job and to measure the 
skills of candidates for the job. 
All these were offshoots of Munsterberg’s studies. 
The foundations of the behavioral school of thought 
The behavioral scientists stressed the need to conduct systematic and controlled studies of workers and their 
attitudes and behaviors. 
They emphasized that empirical observation of the human side of organizations should take place 
through research techniques, such as field and laboratory experiment. 
Behavioral scientists considered both the classicists rational economic model and the social model 
espoused by human relations advocates to be incomplete representation of workers. Thus, they presented a 
model which suggested that employees have a strong need to grow, to develop and to maintain high level of self 
regard. 
There are many other great contributors to the behavioral approach the notable ones made by Abraham 
Maslow (1908-1970) and Douglas McGregor (1906-1964). 
Abraham Maslow (1908-1970). 
In 1943 psychologist Abraham Maslow advanced a theory of human motivation that was later adopted by many 
managers. 
Maslow identified five sets of human needs arranged in a hierarchy of their importance to individuals. These are: 
i. Physiological 
ii. ii. Safety 
iii. iii. Social belonging 
iv. iv. Esteem needs 
v. v. Self actualization 
Maslow based his theory on motivation, and hinged the theory on three view points (Katherine et al 1998) 
1. Human beings have needs that are never completely satisfied 
2. Human action is aimed at fulfilling the needs that are unsatisfied, at a given point in time
European Journal of Business and Management www.iiste.org 
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 
Vol.6, No.25, 2014 
3. Needs fit into a somewhat predictable hierarchy ranging from basic lower level need at the top 
He focused on employees personal needs and how they influenced performance. His theory on human behavior 
is that individuals work to satisfy unfulfilled needs, including simple physiological needs, such as food, and 
complex physiological needs, such as self esteem. He suggested the hierarchy of needs, in which he observed 
that a fulfilled need did little to motivate an employee. For example a person with an unfulfilled need could be 
persuaded to work to satisfy that need. 
Thus, a person that is hungry might work quite hard for him to get food. He called this ‘deficit 
principle’ and suggested that managers must be alert for those needs that are unmet and create rewards to satisfy 
them. To satisfy a higher level need like esteem for example, management can organize a reward system that 
would formally recognize the employee’s efforts. 
Maslow also formulated a progression principle, whereby higher level needs are activated once lower-level 
needs are met. In Maslow’s view, lower level needs that go unfulfilled tend to take precedence in an 
employee’s mind over higher level needs. For example a hungry person is more preoccupied with finding food 
than the need for self respect. 
However, in later years there have been criticisms of Maslow’s theory simply because of the 
realization by managers that it is not for every individual that all needs are arranged hierarchically, there are 
many people who would jump a lower need and go in search of higher needs. 
Additionally, Maicibi (2003) has proved that after the self actualization stage there also emerge a new 
set of need, that of maintaining what one has already achieved and not to fall back and he emphasized that this is 
more inherent in our African environment due to many peculiar factors, e.g. fear of poverty, extended family 
system which add more burden on successful members of the family etc. 
Douglas McGregor (1906-1964). 
McGregor was a contemporary of F.W. Taylor; he brought a fresh new perspective to management and 
challenged managers to think of subordinates as responsible, capable, and creative. He felt that for a long time, 
leaders/managers had treated subordinates as irresponsible and lazy. He called this approach to management as 
theory X. Managers under theory X tend to be autocratic, control oriented and distrustful. 
On the other hand McGregor identified a second perspective, theory Y, which reverses the earlier 
assumptions about human nature. Theory Y managers view subordinates optimistically as individuals who want 
to take challenges in their working environments, prefer self control and are capable of responsible independent 
judgment. 
Theory X Assumptions: 
i. The average human being has inherent dislike of work and will avoid it if possible. 
ii. Because of his characteristic dislike of work, most people must be coerced, controlled, directed, and 
threatened with punishment to get them put fourth adequate effort towards the attainment of the organizational 
objectives. 
iii. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, 
and wants security above all. 
Theory Y Assumptions: 
1. The average human being does not inherently dislike work. Depending upon controllable conditions, work 
may be in fact a source of satisfaction.(and will be voluntarily performed) or a source of punishment (and will be 
avoided if possible). 
2. External control and the threat of punishment are not the only means for bringing about effort towards 
organizational objectives. People will exercise self direction and self control in the service, or pursuit of 
objectives to which they are committed. 
3. Commitment to objectives is a function of the reward associated with their achievement. The most significant 
of such rewards e.g. the satisfaction of ego and self actualization need can be direct product of effort directed 
toward organizational objectives. 
4. The average human being learns under proper conditions, not only to accept but to seek 
Responsibility, lack of ambition, avoidance of responsibility and emphasis on security are generally 
consequences of experience not inherent human characteristic. 
5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of 
organizational problems is widely, not narrowly distributed in population. 
6. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are 
only partially utilized. 
171
European Journal of Business and Management www.iiste.org 
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 
Vol.6, No.25, 2014 
Theory Z Approach to Management 
Professor William Ouci (1981) Introduced theory Z, to describe the adaption of Japanese organizational 
behavior by American firms. He deliberately called it theory Z to show that it is an enhancement of McGregor's 
behavioral X and Y approach. His theory is based on comparison of management in Japanese organizations 
called J-type firms with management in American firms called A-type enterprises. 
Holt (1990) Explained in details Ouchi’s concept, postulating that it recognizes that cultural 
differences between the two nations prevent American managers from adopting Japanese techniques without 
modification. For example Americans are highly mobile, who often seek opportunities, jobs and career 
advancement by changing employers. Japanese workers in contrast tend to make a lifetime commitment to their 
organization. Ouchi despite these differences still discovered similarities between practices in America’s leading 
firms and Japanese organizational behavior. 
Prof. Ouchi cited the example of Hewlett-Packard and International Business Machines (IBM), where 
long term employment has been the norm, even though it falls short of a lifetime commitment. Typical A-type 
firms rely on individual management decision making, and J-type firms endorse a collective decision making, 
but a number of excellent U.S. companies endorse a collaborative decision making process closely 
approximating J-type behavior. 
The most important element in Theory Z is its combination of human relations concepts with scientific 
management technique. Z type companies endorse collective responsibility a pervasive concern for employees, 
and a commitment to participative decision making. These organizations recognize individual and group needs, 
but simultaneously develop exceptional quality control techniques and scientific work methods. This style of 
management incorporates classical principles, behavioral tenets, and human relations concepts to emphasize 
quality and productivity. 
3. Methodology 
The paper adopted an explanatory and descriptive correlational design, primary data was analyzed using the 
statistical package for social Scientists (SPSS). One hundred and thirty questionnaires were distributed to 
employees of private manufacturing organizations who had served their organizations for more than two years 
and managers and supervisors with at least three years working experience in their respective organizations at 
the Bompai, Challawa, Sharada, Tokarawa and Zaria Road Industrial areas all in the metropolis of Kano State 
out of which 113 questionnaires were retrieved which shows a retrieval rate of 86%. 
4. Findings 
Table 1 
Significant relationship between human relations and behavioral approach to motivation and employee 
performance 
Computed r-value P value=0.05 
172 
Interpretation of Ho 
0.56 Rejected 
Table 1 above shows a strong positive relationship (0.56) which is greater than the popular sig value of 0.05 for 
social science research. This implies that Ho of no significant relationship between human relations and 
behavioral science approach to motivation be rejected. 
The researchers found that where managers and supervisors adopt a human approach in dealing with their 
subordinates and treat them with respect there is the likely hood of improved productivity in such organizations. 
Results shows that human approach by managers was found to be popular with (3.5) followed by incentive and 
bonus schemes (3.1) and conducive working environment (3.0), they also agree that pay cuts (3.1) and removal 
of overtime hours payment (3.0) have significant psychological effect on employees and thus affect 
performance. These are in line with the findings of Daniel, (2011) Monica, (2013) and Abraham, (2013). 
5. Conclusion 
This research paper within the framework which it was conducted, has explored the human relations/behavioral 
approaches to management, the paper concluded that the two approaches are still relevant in contemporary 
management and therefore call on and managers to not only focus on the job/task to be performed but also take 
cognizance of the employees’ side of their organizations. This they can hopefully achieve through the use of 
psychology and sociology which are veritable tools for understanding the human behavior and thus selecting the 
appropriate motivational tools to get the job/tasks to be done and organizational goal/objectives achieved. The 
researchers hereby recommend that: Managers should strive to adopt a human approach in dealing with their 
subordinates, Working environment is a critical factor in motivation as it enhances productivity and therefore 
managers should provide an ideal environment for workers to perform optimally, Incentive schemes are also
European Journal of Business and Management www.iiste.org 
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 
Vol.6, No.25, 2014 
highly popular with many employees and management should embrace them as motivational tools 
References 
Donnelly, J.H., Gibson J.L., & Ivancevich M. (1987) Fundamentals of Management 6th edition McGraw-Hill Inc, 
USA. 
Gomez M.B. & David B.B., (2002) Management McGraw Hill Companies, New York USA 
Holt D.H. (1990) Management Principles and Practices Englewood- New Jersey: Pearson Prentice Hall, USA 
Hampton D.R. (1986) Management, New York: McGraw Hill Book Company, USA. 
Katharine M., Barton & David C.M. (1998) Management, Boston: McGraw-Hill Inc, USA. 
Mescon M.H., Albert M., Kheduri F.,(1977) Management Individual Organizational Effectivene, Harper & Row 
Publishers, USA. 
Mescon M.H., Courtland L.B. & John V.T. (2002) Business Today. New Jersey: Prentice Hall Publishers, USA. 
Maicibi A.N. (2003) Pertinent Issues in Employee Management. Kampala: MPK Graphics (U) Uganda, Ltd. 
Ouci W. (1981), Theory Z. Addison Wesley Publishing Co. Massachusetts USA 
Stoner A.F. (1978), Management Prentice-Hall Inc, USA 
173
The IISTE is a pioneer in the Open-Access hosting service and academic event 
management. The aim of the firm is Accelerating Global Knowledge Sharing. 
More information about the firm can be found on the homepage: 
http://www.iiste.org 
CALL FOR JOURNAL PAPERS 
There are more than 30 peer-reviewed academic journals hosted under the hosting 
platform. 
Prospective authors of journals can find the submission instruction on the 
following page: http://www.iiste.org/journals/ All the journals articles are available 
online to the readers all over the world without financial, legal, or technical barriers 
other than those inseparable from gaining access to the internet itself. Paper version 
of the journals is also available upon request of readers and authors. 
MORE RESOURCES 
Book publication information: http://www.iiste.org/book/ 
IISTE Knowledge Sharing Partners 
EBSCO, Index Copernicus, Ulrich's Periodicals Directory, JournalTOCS, PKP Open 
Archives Harvester, Bielefeld Academic Search Engine, Elektronische 
Zeitschriftenbibliothek EZB, Open J-Gate, OCLC WorldCat, Universe Digtial 
Library , NewJour, Google Scholar

Weitere ähnliche Inhalte

Was ist angesagt?

Scientific management
Scientific management Scientific management
Scientific management Ian Necosia
 
Neo classical management theories
Neo classical management theoriesNeo classical management theories
Neo classical management theoriesSeraphic Nazir
 
14 principles of_management
14 principles of_management14 principles of_management
14 principles of_managementrahul singh
 
Leadership and supervisory behavior1
Leadership and supervisory behavior1Leadership and supervisory behavior1
Leadership and supervisory behavior1April Centes
 
Leadership skills & competencies ppt
Leadership skills & competencies pptLeadership skills & competencies ppt
Leadership skills & competencies pptNeena Reddy
 
Elton mayo
Elton mayoElton mayo
Elton mayorudranRK
 
Theories of management
Theories of management Theories of management
Theories of management ethelvera
 
Elton mayo focusing on human relation aspects
Elton mayo focusing on human relation aspectsElton mayo focusing on human relation aspects
Elton mayo focusing on human relation aspectssanprupali
 
Evolution of management & scientific management
Evolution of management & scientific managementEvolution of management & scientific management
Evolution of management & scientific managementR.Arun Kumar M.E (Ph.D.)
 
The hawthorne experiments-roethlisberger1941
The hawthorne experiments-roethlisberger1941The hawthorne experiments-roethlisberger1941
The hawthorne experiments-roethlisberger1941jcpham
 
Management principles aand practices
Management  principles aand practicesManagement  principles aand practices
Management principles aand practicesdeepjain9
 
Leadership styles in organizations
Leadership styles in organizations Leadership styles in organizations
Leadership styles in organizations pankajshukla87
 
Behavioral management approach
Behavioral management approachBehavioral management approach
Behavioral management approachLee Morley
 
Management Thought
Management ThoughtManagement Thought
Management Thoughtabad_er
 
Elton mayo’s hawthorne experiment and it’s contributions to
Elton mayo’s hawthorne experiment and it’s contributions toElton mayo’s hawthorne experiment and it’s contributions to
Elton mayo’s hawthorne experiment and it’s contributions toRajesh Pandey
 

Was ist angesagt? (20)

Scientific management
Scientific management Scientific management
Scientific management
 
Neo classical management theories
Neo classical management theoriesNeo classical management theories
Neo classical management theories
 
14 principles of_management
14 principles of_management14 principles of_management
14 principles of_management
 
Leadership and supervisory behavior1
Leadership and supervisory behavior1Leadership and supervisory behavior1
Leadership and supervisory behavior1
 
Leadership skills & competencies ppt
Leadership skills & competencies pptLeadership skills & competencies ppt
Leadership skills & competencies ppt
 
Elton mayo
Elton mayoElton mayo
Elton mayo
 
Theories of management
Theories of management Theories of management
Theories of management
 
Elton mayo focusing on human relation aspects
Elton mayo focusing on human relation aspectsElton mayo focusing on human relation aspects
Elton mayo focusing on human relation aspects
 
Evolution of management & scientific management
Evolution of management & scientific managementEvolution of management & scientific management
Evolution of management & scientific management
 
The hawthorne experiments-roethlisberger1941
The hawthorne experiments-roethlisberger1941The hawthorne experiments-roethlisberger1941
The hawthorne experiments-roethlisberger1941
 
Scientific management
Scientific managementScientific management
Scientific management
 
Henry fayol
Henry fayolHenry fayol
Henry fayol
 
Management principles aand practices
Management  principles aand practicesManagement  principles aand practices
Management principles aand practices
 
16. theories of organization
16. theories of organization16. theories of organization
16. theories of organization
 
Administrative management: fayol principles of management
Administrative management: fayol principles of managementAdministrative management: fayol principles of management
Administrative management: fayol principles of management
 
Leadership styles in organizations
Leadership styles in organizations Leadership styles in organizations
Leadership styles in organizations
 
Behavioral management approach
Behavioral management approachBehavioral management approach
Behavioral management approach
 
Management Thought
Management ThoughtManagement Thought
Management Thought
 
8.4 lmx theory full
8.4 lmx theory full8.4 lmx theory full
8.4 lmx theory full
 
Elton mayo’s hawthorne experiment and it’s contributions to
Elton mayo’s hawthorne experiment and it’s contributions toElton mayo’s hawthorne experiment and it’s contributions to
Elton mayo’s hawthorne experiment and it’s contributions to
 

Andere mochten auch

Sc ip 2016 17 final
Sc ip 2016 17 finalSc ip 2016 17 final
Sc ip 2016 17 finalAP Pietri
 
Difference approaches in behavioral science
Difference approaches in behavioral scienceDifference approaches in behavioral science
Difference approaches in behavioral sciencejonamil candila
 
Dunlop’s system theory (1958) – theories of industrial relations - industria...
Dunlop’s system theory (1958) – theories of industrial relations -  industria...Dunlop’s system theory (1958) – theories of industrial relations -  industria...
Dunlop’s system theory (1958) – theories of industrial relations - industria...manumelwin
 
System model
System modelSystem model
System modelsoniaamim
 
Human relations and leadership
Human relations and leadershipHuman relations and leadership
Human relations and leadershipmizrach
 
Behavioural Approach in Management
Behavioural Approach in ManagementBehavioural Approach in Management
Behavioural Approach in Managementsimplyidontcare
 
Open System Models
Open System ModelsOpen System Models
Open System Modelsvissie101
 
Behavioural theory
Behavioural theoryBehavioural theory
Behavioural theoryUlsah T N
 
Systems Approach to Management
Systems Approach to ManagementSystems Approach to Management
Systems Approach to ManagementIshan Vyas
 
Administration and Supervision in Education
Administration and Supervision in EducationAdministration and Supervision in Education
Administration and Supervision in EducationCharo May Naigan
 
Approaches of management
Approaches of managementApproaches of management
Approaches of managementpallavmanglik
 

Andere mochten auch (19)

Behavioral sciences
Behavioral sciencesBehavioral sciences
Behavioral sciences
 
Human relations
Human relationsHuman relations
Human relations
 
Human Relations
Human RelationsHuman Relations
Human Relations
 
Sc ip 2016 17 final
Sc ip 2016 17 finalSc ip 2016 17 final
Sc ip 2016 17 final
 
Difference approaches in behavioral science
Difference approaches in behavioral scienceDifference approaches in behavioral science
Difference approaches in behavioral science
 
Human Relations
Human RelationsHuman Relations
Human Relations
 
Dunlop’s system theory (1958) – theories of industrial relations - industria...
Dunlop’s system theory (1958) – theories of industrial relations -  industria...Dunlop’s system theory (1958) – theories of industrial relations -  industria...
Dunlop’s system theory (1958) – theories of industrial relations - industria...
 
8 system models (1)
8 system models (1)8 system models (1)
8 system models (1)
 
System model
System modelSystem model
System model
 
Human relations and leadership
Human relations and leadershipHuman relations and leadership
Human relations and leadership
 
Behavioral science
Behavioral scienceBehavioral science
Behavioral science
 
Behavioural Approach in Management
Behavioural Approach in ManagementBehavioural Approach in Management
Behavioural Approach in Management
 
Classical Organizational Theory
Classical Organizational TheoryClassical Organizational Theory
Classical Organizational Theory
 
Behavioral approach
Behavioral approachBehavioral approach
Behavioral approach
 
Open System Models
Open System ModelsOpen System Models
Open System Models
 
Behavioural theory
Behavioural theoryBehavioural theory
Behavioural theory
 
Systems Approach to Management
Systems Approach to ManagementSystems Approach to Management
Systems Approach to Management
 
Administration and Supervision in Education
Administration and Supervision in EducationAdministration and Supervision in Education
Administration and Supervision in Education
 
Approaches of management
Approaches of managementApproaches of management
Approaches of management
 

Ähnlich wie Human relations and behavioral science approach to motivation in selected business organizations in kano metropolis nigeria

Westerncompany hawthorne experiment
Westerncompany hawthorne experimentWesterncompany hawthorne experiment
Westerncompany hawthorne experimentPunit Tripathi
 
intoduction of organization behaviour
intoduction of organization behaviourintoduction of organization behaviour
intoduction of organization behaviourManish Kaushik
 
Elton Mayo-Hawthorne Studies
Elton Mayo-Hawthorne StudiesElton Mayo-Hawthorne Studies
Elton Mayo-Hawthorne Studiessteffibhasme
 
INTRODUCTION TO OB kipara.ppt
INTRODUCTION TO OB kipara.pptINTRODUCTION TO OB kipara.ppt
INTRODUCTION TO OB kipara.pptpeterthomas28088
 
3 behavioural theory, session 4
3 behavioural theory, session 43 behavioural theory, session 4
3 behavioural theory, session 4Dibyendu Pal
 
History change
History changeHistory change
History changegordion
 
Organisatioal Behaviour
Organisatioal BehaviourOrganisatioal Behaviour
Organisatioal BehaviourNITISH SADOTRA
 
Introduction to Organizational Behaviour: Chapter 1
Introduction to Organizational Behaviour: Chapter 1 Introduction to Organizational Behaviour: Chapter 1
Introduction to Organizational Behaviour: Chapter 1 yograjpandeya
 
Chapter1 ob-140822052027-phpapp01
Chapter1 ob-140822052027-phpapp01Chapter1 ob-140822052027-phpapp01
Chapter1 ob-140822052027-phpapp01Saaed Qassem
 
Fundamentals of organizational communication ppt @ becdoms
Fundamentals of organizational communication ppt @ becdomsFundamentals of organizational communication ppt @ becdoms
Fundamentals of organizational communication ppt @ becdomsBabasab Patil
 
content on organisational behavior for management students
content on  organisational behavior for management studentscontent on  organisational behavior for management students
content on organisational behavior for management studentsasma758468
 
chapter1-ob-140822052027-phpapp01.pptx
chapter1-ob-140822052027-phpapp01.pptxchapter1-ob-140822052027-phpapp01.pptx
chapter1-ob-140822052027-phpapp01.pptxPradeep513562
 

Ähnlich wie Human relations and behavioral science approach to motivation in selected business organizations in kano metropolis nigeria (20)

Westerncompany hawthorne experiment
Westerncompany hawthorne experimentWesterncompany hawthorne experiment
Westerncompany hawthorne experiment
 
Ob 1
Ob 1Ob 1
Ob 1
 
intoduction of organization behaviour
intoduction of organization behaviourintoduction of organization behaviour
intoduction of organization behaviour
 
Elton Mayo-Hawthorne Studies
Elton Mayo-Hawthorne StudiesElton Mayo-Hawthorne Studies
Elton Mayo-Hawthorne Studies
 
Chapter 1 Organizational Behaviour
Chapter 1  Organizational Behaviour Chapter 1  Organizational Behaviour
Chapter 1 Organizational Behaviour
 
INTRODUCTION TO OB kipara.ppt
INTRODUCTION TO OB kipara.pptINTRODUCTION TO OB kipara.ppt
INTRODUCTION TO OB kipara.ppt
 
3 behavioural theory, session 4
3 behavioural theory, session 43 behavioural theory, session 4
3 behavioural theory, session 4
 
History change
History changeHistory change
History change
 
Organisatioal Behaviour
Organisatioal BehaviourOrganisatioal Behaviour
Organisatioal Behaviour
 
Introduction to Organizational Behaviour: Chapter 1
Introduction to Organizational Behaviour: Chapter 1 Introduction to Organizational Behaviour: Chapter 1
Introduction to Organizational Behaviour: Chapter 1
 
Chapter1 ob-140822052027-phpapp01
Chapter1 ob-140822052027-phpapp01Chapter1 ob-140822052027-phpapp01
Chapter1 ob-140822052027-phpapp01
 
OBdocx
OBdocxOBdocx
OBdocx
 
Working with people
Working with peopleWorking with people
Working with people
 
OB intro.pptx
OB intro.pptxOB intro.pptx
OB intro.pptx
 
PAS312.docx
PAS312.docxPAS312.docx
PAS312.docx
 
Fundamentals of organizational communication ppt @ becdoms
Fundamentals of organizational communication ppt @ becdomsFundamentals of organizational communication ppt @ becdoms
Fundamentals of organizational communication ppt @ becdoms
 
content on organisational behavior for management students
content on  organisational behavior for management studentscontent on  organisational behavior for management students
content on organisational behavior for management students
 
Management
ManagementManagement
Management
 
chapter1-ob-140822052027-phpapp01.pptx
chapter1-ob-140822052027-phpapp01.pptxchapter1-ob-140822052027-phpapp01.pptx
chapter1-ob-140822052027-phpapp01.pptx
 
Classical mgmt
Classical mgmtClassical mgmt
Classical mgmt
 

Mehr von Alexander Decker

Abnormalities of hormones and inflammatory cytokines in women affected with p...
Abnormalities of hormones and inflammatory cytokines in women affected with p...Abnormalities of hormones and inflammatory cytokines in women affected with p...
Abnormalities of hormones and inflammatory cytokines in women affected with p...Alexander Decker
 
A validation of the adverse childhood experiences scale in
A validation of the adverse childhood experiences scale inA validation of the adverse childhood experiences scale in
A validation of the adverse childhood experiences scale inAlexander Decker
 
A usability evaluation framework for b2 c e commerce websites
A usability evaluation framework for b2 c e commerce websitesA usability evaluation framework for b2 c e commerce websites
A usability evaluation framework for b2 c e commerce websitesAlexander Decker
 
A universal model for managing the marketing executives in nigerian banks
A universal model for managing the marketing executives in nigerian banksA universal model for managing the marketing executives in nigerian banks
A universal model for managing the marketing executives in nigerian banksAlexander Decker
 
A unique common fixed point theorems in generalized d
A unique common fixed point theorems in generalized dA unique common fixed point theorems in generalized d
A unique common fixed point theorems in generalized dAlexander Decker
 
A trends of salmonella and antibiotic resistance
A trends of salmonella and antibiotic resistanceA trends of salmonella and antibiotic resistance
A trends of salmonella and antibiotic resistanceAlexander Decker
 
A transformational generative approach towards understanding al-istifham
A transformational  generative approach towards understanding al-istifhamA transformational  generative approach towards understanding al-istifham
A transformational generative approach towards understanding al-istifhamAlexander Decker
 
A time series analysis of the determinants of savings in namibia
A time series analysis of the determinants of savings in namibiaA time series analysis of the determinants of savings in namibia
A time series analysis of the determinants of savings in namibiaAlexander Decker
 
A therapy for physical and mental fitness of school children
A therapy for physical and mental fitness of school childrenA therapy for physical and mental fitness of school children
A therapy for physical and mental fitness of school childrenAlexander Decker
 
A theory of efficiency for managing the marketing executives in nigerian banks
A theory of efficiency for managing the marketing executives in nigerian banksA theory of efficiency for managing the marketing executives in nigerian banks
A theory of efficiency for managing the marketing executives in nigerian banksAlexander Decker
 
A systematic evaluation of link budget for
A systematic evaluation of link budget forA systematic evaluation of link budget for
A systematic evaluation of link budget forAlexander Decker
 
A synthetic review of contraceptive supplies in punjab
A synthetic review of contraceptive supplies in punjabA synthetic review of contraceptive supplies in punjab
A synthetic review of contraceptive supplies in punjabAlexander Decker
 
A synthesis of taylor’s and fayol’s management approaches for managing market...
A synthesis of taylor’s and fayol’s management approaches for managing market...A synthesis of taylor’s and fayol’s management approaches for managing market...
A synthesis of taylor’s and fayol’s management approaches for managing market...Alexander Decker
 
A survey paper on sequence pattern mining with incremental
A survey paper on sequence pattern mining with incrementalA survey paper on sequence pattern mining with incremental
A survey paper on sequence pattern mining with incrementalAlexander Decker
 
A survey on live virtual machine migrations and its techniques
A survey on live virtual machine migrations and its techniquesA survey on live virtual machine migrations and its techniques
A survey on live virtual machine migrations and its techniquesAlexander Decker
 
A survey on data mining and analysis in hadoop and mongo db
A survey on data mining and analysis in hadoop and mongo dbA survey on data mining and analysis in hadoop and mongo db
A survey on data mining and analysis in hadoop and mongo dbAlexander Decker
 
A survey on challenges to the media cloud
A survey on challenges to the media cloudA survey on challenges to the media cloud
A survey on challenges to the media cloudAlexander Decker
 
A survey of provenance leveraged
A survey of provenance leveragedA survey of provenance leveraged
A survey of provenance leveragedAlexander Decker
 
A survey of private equity investments in kenya
A survey of private equity investments in kenyaA survey of private equity investments in kenya
A survey of private equity investments in kenyaAlexander Decker
 
A study to measures the financial health of
A study to measures the financial health ofA study to measures the financial health of
A study to measures the financial health ofAlexander Decker
 

Mehr von Alexander Decker (20)

Abnormalities of hormones and inflammatory cytokines in women affected with p...
Abnormalities of hormones and inflammatory cytokines in women affected with p...Abnormalities of hormones and inflammatory cytokines in women affected with p...
Abnormalities of hormones and inflammatory cytokines in women affected with p...
 
A validation of the adverse childhood experiences scale in
A validation of the adverse childhood experiences scale inA validation of the adverse childhood experiences scale in
A validation of the adverse childhood experiences scale in
 
A usability evaluation framework for b2 c e commerce websites
A usability evaluation framework for b2 c e commerce websitesA usability evaluation framework for b2 c e commerce websites
A usability evaluation framework for b2 c e commerce websites
 
A universal model for managing the marketing executives in nigerian banks
A universal model for managing the marketing executives in nigerian banksA universal model for managing the marketing executives in nigerian banks
A universal model for managing the marketing executives in nigerian banks
 
A unique common fixed point theorems in generalized d
A unique common fixed point theorems in generalized dA unique common fixed point theorems in generalized d
A unique common fixed point theorems in generalized d
 
A trends of salmonella and antibiotic resistance
A trends of salmonella and antibiotic resistanceA trends of salmonella and antibiotic resistance
A trends of salmonella and antibiotic resistance
 
A transformational generative approach towards understanding al-istifham
A transformational  generative approach towards understanding al-istifhamA transformational  generative approach towards understanding al-istifham
A transformational generative approach towards understanding al-istifham
 
A time series analysis of the determinants of savings in namibia
A time series analysis of the determinants of savings in namibiaA time series analysis of the determinants of savings in namibia
A time series analysis of the determinants of savings in namibia
 
A therapy for physical and mental fitness of school children
A therapy for physical and mental fitness of school childrenA therapy for physical and mental fitness of school children
A therapy for physical and mental fitness of school children
 
A theory of efficiency for managing the marketing executives in nigerian banks
A theory of efficiency for managing the marketing executives in nigerian banksA theory of efficiency for managing the marketing executives in nigerian banks
A theory of efficiency for managing the marketing executives in nigerian banks
 
A systematic evaluation of link budget for
A systematic evaluation of link budget forA systematic evaluation of link budget for
A systematic evaluation of link budget for
 
A synthetic review of contraceptive supplies in punjab
A synthetic review of contraceptive supplies in punjabA synthetic review of contraceptive supplies in punjab
A synthetic review of contraceptive supplies in punjab
 
A synthesis of taylor’s and fayol’s management approaches for managing market...
A synthesis of taylor’s and fayol’s management approaches for managing market...A synthesis of taylor’s and fayol’s management approaches for managing market...
A synthesis of taylor’s and fayol’s management approaches for managing market...
 
A survey paper on sequence pattern mining with incremental
A survey paper on sequence pattern mining with incrementalA survey paper on sequence pattern mining with incremental
A survey paper on sequence pattern mining with incremental
 
A survey on live virtual machine migrations and its techniques
A survey on live virtual machine migrations and its techniquesA survey on live virtual machine migrations and its techniques
A survey on live virtual machine migrations and its techniques
 
A survey on data mining and analysis in hadoop and mongo db
A survey on data mining and analysis in hadoop and mongo dbA survey on data mining and analysis in hadoop and mongo db
A survey on data mining and analysis in hadoop and mongo db
 
A survey on challenges to the media cloud
A survey on challenges to the media cloudA survey on challenges to the media cloud
A survey on challenges to the media cloud
 
A survey of provenance leveraged
A survey of provenance leveragedA survey of provenance leveraged
A survey of provenance leveraged
 
A survey of private equity investments in kenya
A survey of private equity investments in kenyaA survey of private equity investments in kenya
A survey of private equity investments in kenya
 
A study to measures the financial health of
A study to measures the financial health ofA study to measures the financial health of
A study to measures the financial health of
 

Kürzlich hochgeladen

UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Personal Brand Exploration Presentation Eric Bonilla
Personal Brand Exploration Presentation Eric BonillaPersonal Brand Exploration Presentation Eric Bonilla
Personal Brand Exploration Presentation Eric BonillaEricBonilla13
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Amazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyAmazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyfashionfound007
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 

Kürzlich hochgeladen (20)

UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Personal Brand Exploration Presentation Eric Bonilla
Personal Brand Exploration Presentation Eric BonillaPersonal Brand Exploration Presentation Eric Bonilla
Personal Brand Exploration Presentation Eric Bonilla
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Amazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyAmazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the company
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 

Human relations and behavioral science approach to motivation in selected business organizations in kano metropolis nigeria

  • 1. European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.6, No.25, 2014 Human Relations and Behavioral Science Approach to Motivation in Selected Business Organizations in Kano Metropolis Nigeria Salisu Lawan Indabawa Department of Business Administration and Management, School of Management Studies, Kano State Polytechnic Zakari Uba Department of Purchasing & Supply, School of Management Studies, Kano State Polytechnic Email: hanzamina@yahoo.com Abstract Theories of management are the basic background for the study of management, it is important for students and practitioners of management first to understand these theories. The objective of this paper is to bring to light the application of human relations and behavioral science approaches to motivation in selected business organizations in Kano metropolis in northern Nigeria, and lay a foundation for the understanding of these approaches to management. It also explored the relationship between motivation and employee performance in the organizations understudy. The paper made use of both primary and secondary sources of data, through the use of researcher designed questionnaires and also books, journals and magazines on management. The paper found the use of incentive and bonus schemes in contemporary organizations and therefore recommends that despite many strides made since after the discovery of human relations/behavioral approaches which lead to the emergence of other theories, that the concept is still relevant and fashionable as such managers should embrace the idea of looking at the human/behavioral side of employees rather than concentrating on the mechanical aspects of the job alone. Through the use of psychology and sociology managers could despite the complex nature of human beings understand the behavior of their employees and try to stimulate greater productivity with the use of various motivational tools. Keywords: Human, relations, behavioral, motivation, dissatisfaction, classical, theorists, approaches. 1. INTRODUCTION Discussions on Management whether as a theory or as a discipline cannot take place without a proper foundation being laid dawn on its evolution. To understand management one has to explore the various theories, which could rightly be said to have give birth to it and subsequently, its evolution in other words typical of how in the understanding of man one has to first follow his ancestry. These theories which includes the classical, neoclassical, general administrative, human relations, behavioral, contingency, bureaucratic, systems, chaotic etc. are the foundation for the understanding of the study of management, right from the works of Adam Smith who inspired the concept of specialization in his book the Wealth of Nations (1776) or the works of Frederick Winslow Taylor (1856-1915) the man widely credited with the first scientific study on management and often referred to as the father of scientific management up to the present day scenarios. The practice of management has evolved over the years from the period of the classical theorists, this is as a result of many factors such as the advent of technological tools which became important tools for managers in the discharge of their duties, enterprises have also evolved, production practices have changed greatly and today, contemporary approaches have emerged as a result of the aforementioned factors. Despite all these changes however, the challenges facing managers remain the same, which are improved productivity, optimum utilization of resources and greater profitability, and or achievement of organizational goals. That is why as societies evolved management theorists and practitioners continuously also search for ways to synchronize with the changing times. 2. LITERATURE REVIEW Human Relations Approach to Management Early management theories were built on the notion that if management could properly plan, organize and control jobs and organizations, productivity could increase. The early approaches emphasized technical aspects of the work, at the expense of the work’s personal aspects. This aspect is clearly evident in the works of classical theorists such as Fredric W. Taylor, Frank and Lillian Gilbreth etc Therefore, it is not surprising that theories were later developed that challenged some of the early fundamentals. Two branches evolved during this period identified as the human relations and behavioral theorists 168
  • 2. European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.6, No.25, 2014 even though to some degree many academics see them as belonging to the same orientation, being that they focus on the individual rather than the job. Human relation approach became popular in the 1940’s and early 1950’s, it brought to managers attention the important role played by individuals in determining the success or failure of an organization (Plano eta l 1978). Human relation is frequently used as a general term to describe the ways in which managers interact with their subordinates. When management and employees stimulates more and better work conditions we have good human relations in the organization. When morale and efficiency deteriorate, human relations in the organization are bad. To create good human relations, managers must know why employees act as they do and what social and psychological factors motivate them (Stoner, 1978). The human relations approach made relationships between employees and supervisors the most silent aspect of management. It advocates the training of people in behavioral sciences, such as clinical and social psychology to emphasize building collaborative and cooperative relationships between supervisors and workers. Two key aspects of human relationships approach are employee motivation and leadership style (Gomez at al 2002). One of the major contributors to the human relations approach was Elton Mayo (1880-1949). He together with his associates from Harvard University pioneered the use of scientific method in their studies of people in the work environment. Later researchers were more rigorously trained in the various social sciences (such as psychology, sociology and anthropology). They also tended to use more sophisticated research methods. Thus, these researchers became regarded as ’behavioral scientists’ rather than members of the human relations school. (Stoner, 1978) Mayo and his associates introduced the “social man” motivated by a desire to form relationships with 169 others. Hampton (1986) summarized Mayo’s work as follows: Mayo and his associates conducted the Hawthorne experiments 1927-1932. Mayo was called in by Western Electric when other researchers, who had been experimenting with work area lighting, reported some peculiar results. They had divided the employees into a ‘test group’ that was subject to deliberate changes in lightening and a ‘control group’ who’s lightening remained constant throughout the experiment. When the test group’s lightening conditions improved, productivity increased, just as expected. But what surprised the researchers was a similar jump in productivity when lightening was reduced. To compound the mystery, the control group’s output kept rising with each alteration in test group’s lightening conditions, even though the control groups experience no such changes. In his attempt to solve this puzzle, Mayo ushered in the new era of human relations. In a new experiment, Mayo and his colleagues placed two groups of women, six in each group in two separate rooms. In one room the conditions were varied and in the other they were not. A number of variables were tried; salaries were increased, coffee breaks of varying lengths were introduced, the workday and workweek were shortened, the researchers who acted as supervisors allowed the groups to choose their own rest periods and to have a say in other suggested changes. Once again output went up in both the test and control rooms. The researchers felt that they could rule out financial incentives as a cause, since the control group was kept to the same payment schedule. Mayo concluded that a complex emotional chain reaction had touched off the productivity increases. Because the test and control groups had been single out for special attention, they developed a group pride that motivated them to improve their work performance. The sympathetic supervision they received had further reinforced their increased motivation. The result of this experiment gave Mayor his first important discovery, which means that when special attention is given to workers by management, productivity is likely to increase regardless of the actual changes in working conditions. This phenomenon became known as the Hawthorne effect. Another great contributor to Human relations thought was Miss Mary Parker Follett (1868-1933). It was Follett who originally defined management as ‘getting work done through others’. She felt that managers were responsible for motivating employees to pursue organizational goals enthusiastically, not simply to obey orders. She rejected the notion that managers should be groomed to give orders, believing instead that they should be trained to work with employees toward the attainment of common objectives. Follett laid the foundations for studies in group dynamics, conflict management and political processes in organizations. (Mescon atal 1977) Human relations scholars generally believe that if management showed more concern for their employees their satisfaction should increase which would lead to an increase in productivity. They recommended the use of human relation techniques such as more effective supervision, employee counseling and giving workers more opportunities to communicate on the job.
  • 3. European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.6, No.25, 2014 The Behavioral Approach to Management The behavioral approach also sometimes called behavioral science approach emerged from research by behavioral scientists including sociologists, psychologists, and anthropologists, who sought ways of improving organization effectiveness (Holt 1990). Behavioral view point to management is a perspective that emphasizes the importance of attempting to understand the various factors that affect human behavior in organizations. (Kathryn at al 1998) There are three distinct eras that are associated with the behavioral concepts: i. The first was the 1920’s when research inspired what we now call human relations approach movement ii. Then the post second world war a period when theorists focused on human needs and motivation. iii. The third era is occurring now as we search for integrative concepts that satisfy the dual necessities of meeting employee needs and improving productivity. The behavioral school on the other hand can also be traced to the realization by managers that the classical school did not quite achieve complete production efficiency and workplace harmony. Managers still encountered difficulties and frustrations because people did not always follow predicted or rational patterns of behavior. (Stoner, 1978). Thus, there was increase interest in helping managers to deal with the “people side” of their organizations. Several individuals tried to strengthen scientific management and organization theory with the insights of sociology and psychology. Hugo Munsterberg (1863-1916) introduced the use of psychology to help meet the demands of scientific management for increased productivity. In his major work Psychology and Industrial Efficiency he suggested that productivity could be increased in three ways: i. Through finding the best possible man- The worker whose mental qualities single him/her out as best suited for the job. ii. Through creating the best possible work-the ideal psychological conditions for maximizing productivity. iii. Through the use of psychological influences. Munsterberg calls this the best possible effect to motivate employees. In each area Munsterberg suggested the use of techniques taken from experimental psychology. For example: i. Psychological testing could be used to help select qualified personnel. ii. Learning research could lead to improved training methods. iii. And the study of human behavior could help formulate psychological techniques for motivating 170 workers to greater effort. iv. The use of vocational guidance techniques to identify the skills needed on a job and to measure the skills of candidates for the job. All these were offshoots of Munsterberg’s studies. The foundations of the behavioral school of thought The behavioral scientists stressed the need to conduct systematic and controlled studies of workers and their attitudes and behaviors. They emphasized that empirical observation of the human side of organizations should take place through research techniques, such as field and laboratory experiment. Behavioral scientists considered both the classicists rational economic model and the social model espoused by human relations advocates to be incomplete representation of workers. Thus, they presented a model which suggested that employees have a strong need to grow, to develop and to maintain high level of self regard. There are many other great contributors to the behavioral approach the notable ones made by Abraham Maslow (1908-1970) and Douglas McGregor (1906-1964). Abraham Maslow (1908-1970). In 1943 psychologist Abraham Maslow advanced a theory of human motivation that was later adopted by many managers. Maslow identified five sets of human needs arranged in a hierarchy of their importance to individuals. These are: i. Physiological ii. ii. Safety iii. iii. Social belonging iv. iv. Esteem needs v. v. Self actualization Maslow based his theory on motivation, and hinged the theory on three view points (Katherine et al 1998) 1. Human beings have needs that are never completely satisfied 2. Human action is aimed at fulfilling the needs that are unsatisfied, at a given point in time
  • 4. European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.6, No.25, 2014 3. Needs fit into a somewhat predictable hierarchy ranging from basic lower level need at the top He focused on employees personal needs and how they influenced performance. His theory on human behavior is that individuals work to satisfy unfulfilled needs, including simple physiological needs, such as food, and complex physiological needs, such as self esteem. He suggested the hierarchy of needs, in which he observed that a fulfilled need did little to motivate an employee. For example a person with an unfulfilled need could be persuaded to work to satisfy that need. Thus, a person that is hungry might work quite hard for him to get food. He called this ‘deficit principle’ and suggested that managers must be alert for those needs that are unmet and create rewards to satisfy them. To satisfy a higher level need like esteem for example, management can organize a reward system that would formally recognize the employee’s efforts. Maslow also formulated a progression principle, whereby higher level needs are activated once lower-level needs are met. In Maslow’s view, lower level needs that go unfulfilled tend to take precedence in an employee’s mind over higher level needs. For example a hungry person is more preoccupied with finding food than the need for self respect. However, in later years there have been criticisms of Maslow’s theory simply because of the realization by managers that it is not for every individual that all needs are arranged hierarchically, there are many people who would jump a lower need and go in search of higher needs. Additionally, Maicibi (2003) has proved that after the self actualization stage there also emerge a new set of need, that of maintaining what one has already achieved and not to fall back and he emphasized that this is more inherent in our African environment due to many peculiar factors, e.g. fear of poverty, extended family system which add more burden on successful members of the family etc. Douglas McGregor (1906-1964). McGregor was a contemporary of F.W. Taylor; he brought a fresh new perspective to management and challenged managers to think of subordinates as responsible, capable, and creative. He felt that for a long time, leaders/managers had treated subordinates as irresponsible and lazy. He called this approach to management as theory X. Managers under theory X tend to be autocratic, control oriented and distrustful. On the other hand McGregor identified a second perspective, theory Y, which reverses the earlier assumptions about human nature. Theory Y managers view subordinates optimistically as individuals who want to take challenges in their working environments, prefer self control and are capable of responsible independent judgment. Theory X Assumptions: i. The average human being has inherent dislike of work and will avoid it if possible. ii. Because of his characteristic dislike of work, most people must be coerced, controlled, directed, and threatened with punishment to get them put fourth adequate effort towards the attainment of the organizational objectives. iii. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. Theory Y Assumptions: 1. The average human being does not inherently dislike work. Depending upon controllable conditions, work may be in fact a source of satisfaction.(and will be voluntarily performed) or a source of punishment (and will be avoided if possible). 2. External control and the threat of punishment are not the only means for bringing about effort towards organizational objectives. People will exercise self direction and self control in the service, or pursuit of objectives to which they are committed. 3. Commitment to objectives is a function of the reward associated with their achievement. The most significant of such rewards e.g. the satisfaction of ego and self actualization need can be direct product of effort directed toward organizational objectives. 4. The average human being learns under proper conditions, not only to accept but to seek Responsibility, lack of ambition, avoidance of responsibility and emphasis on security are generally consequences of experience not inherent human characteristic. 5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly distributed in population. 6. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized. 171
  • 5. European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.6, No.25, 2014 Theory Z Approach to Management Professor William Ouci (1981) Introduced theory Z, to describe the adaption of Japanese organizational behavior by American firms. He deliberately called it theory Z to show that it is an enhancement of McGregor's behavioral X and Y approach. His theory is based on comparison of management in Japanese organizations called J-type firms with management in American firms called A-type enterprises. Holt (1990) Explained in details Ouchi’s concept, postulating that it recognizes that cultural differences between the two nations prevent American managers from adopting Japanese techniques without modification. For example Americans are highly mobile, who often seek opportunities, jobs and career advancement by changing employers. Japanese workers in contrast tend to make a lifetime commitment to their organization. Ouchi despite these differences still discovered similarities between practices in America’s leading firms and Japanese organizational behavior. Prof. Ouchi cited the example of Hewlett-Packard and International Business Machines (IBM), where long term employment has been the norm, even though it falls short of a lifetime commitment. Typical A-type firms rely on individual management decision making, and J-type firms endorse a collective decision making, but a number of excellent U.S. companies endorse a collaborative decision making process closely approximating J-type behavior. The most important element in Theory Z is its combination of human relations concepts with scientific management technique. Z type companies endorse collective responsibility a pervasive concern for employees, and a commitment to participative decision making. These organizations recognize individual and group needs, but simultaneously develop exceptional quality control techniques and scientific work methods. This style of management incorporates classical principles, behavioral tenets, and human relations concepts to emphasize quality and productivity. 3. Methodology The paper adopted an explanatory and descriptive correlational design, primary data was analyzed using the statistical package for social Scientists (SPSS). One hundred and thirty questionnaires were distributed to employees of private manufacturing organizations who had served their organizations for more than two years and managers and supervisors with at least three years working experience in their respective organizations at the Bompai, Challawa, Sharada, Tokarawa and Zaria Road Industrial areas all in the metropolis of Kano State out of which 113 questionnaires were retrieved which shows a retrieval rate of 86%. 4. Findings Table 1 Significant relationship between human relations and behavioral approach to motivation and employee performance Computed r-value P value=0.05 172 Interpretation of Ho 0.56 Rejected Table 1 above shows a strong positive relationship (0.56) which is greater than the popular sig value of 0.05 for social science research. This implies that Ho of no significant relationship between human relations and behavioral science approach to motivation be rejected. The researchers found that where managers and supervisors adopt a human approach in dealing with their subordinates and treat them with respect there is the likely hood of improved productivity in such organizations. Results shows that human approach by managers was found to be popular with (3.5) followed by incentive and bonus schemes (3.1) and conducive working environment (3.0), they also agree that pay cuts (3.1) and removal of overtime hours payment (3.0) have significant psychological effect on employees and thus affect performance. These are in line with the findings of Daniel, (2011) Monica, (2013) and Abraham, (2013). 5. Conclusion This research paper within the framework which it was conducted, has explored the human relations/behavioral approaches to management, the paper concluded that the two approaches are still relevant in contemporary management and therefore call on and managers to not only focus on the job/task to be performed but also take cognizance of the employees’ side of their organizations. This they can hopefully achieve through the use of psychology and sociology which are veritable tools for understanding the human behavior and thus selecting the appropriate motivational tools to get the job/tasks to be done and organizational goal/objectives achieved. The researchers hereby recommend that: Managers should strive to adopt a human approach in dealing with their subordinates, Working environment is a critical factor in motivation as it enhances productivity and therefore managers should provide an ideal environment for workers to perform optimally, Incentive schemes are also
  • 6. European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.6, No.25, 2014 highly popular with many employees and management should embrace them as motivational tools References Donnelly, J.H., Gibson J.L., & Ivancevich M. (1987) Fundamentals of Management 6th edition McGraw-Hill Inc, USA. Gomez M.B. & David B.B., (2002) Management McGraw Hill Companies, New York USA Holt D.H. (1990) Management Principles and Practices Englewood- New Jersey: Pearson Prentice Hall, USA Hampton D.R. (1986) Management, New York: McGraw Hill Book Company, USA. Katharine M., Barton & David C.M. (1998) Management, Boston: McGraw-Hill Inc, USA. Mescon M.H., Albert M., Kheduri F.,(1977) Management Individual Organizational Effectivene, Harper & Row Publishers, USA. Mescon M.H., Courtland L.B. & John V.T. (2002) Business Today. New Jersey: Prentice Hall Publishers, USA. Maicibi A.N. (2003) Pertinent Issues in Employee Management. Kampala: MPK Graphics (U) Uganda, Ltd. Ouci W. (1981), Theory Z. Addison Wesley Publishing Co. Massachusetts USA Stoner A.F. (1978), Management Prentice-Hall Inc, USA 173
  • 7. The IISTE is a pioneer in the Open-Access hosting service and academic event management. The aim of the firm is Accelerating Global Knowledge Sharing. More information about the firm can be found on the homepage: http://www.iiste.org CALL FOR JOURNAL PAPERS There are more than 30 peer-reviewed academic journals hosted under the hosting platform. Prospective authors of journals can find the submission instruction on the following page: http://www.iiste.org/journals/ All the journals articles are available online to the readers all over the world without financial, legal, or technical barriers other than those inseparable from gaining access to the internet itself. Paper version of the journals is also available upon request of readers and authors. MORE RESOURCES Book publication information: http://www.iiste.org/book/ IISTE Knowledge Sharing Partners EBSCO, Index Copernicus, Ulrich's Periodicals Directory, JournalTOCS, PKP Open Archives Harvester, Bielefeld Academic Search Engine, Elektronische Zeitschriftenbibliothek EZB, Open J-Gate, OCLC WorldCat, Universe Digtial Library , NewJour, Google Scholar