Human Relations and Human Resources

Several practices in human relations were illustrated by Maslow’s Hierarchy of Needs Theory and McGregor’s contract between Theory X and Theory Y assumptions. But, the major part of this approach was inspirited by Hawthorn and his studies had been conducted by Elton Mayo. The main objective in human relation is to make the members in an organization feel useful and important. However, often the human relations theories were vague and limited in support. For example, the Hawthorne subsequent data had not well-proven by Mayo’s findings. Hence, the human resource movements emerged to minimize frustration. The human resources approaches did not refuse the importance of appreciation (Mayo’s Theory) or Physiological needs (Maslow’s Theory). Yet, it added that the worker’s satisfaction might increase if only they were in charge in higher and meaningful role such as making-decision and covering larger channel. These ideas of human resources were illustrated through the model of Blake and Mouton and Likert’s System IV. Taken for example, Marshall’s Processing Plant case: our group believed that the best approached for this case is Likert’s IV system, “consultative system”, that allows workers to be heard and their suggestions are carried out (voting). Then, the management acts as facilitators by helping or assisting the employee to better understand their objectives and decide which points would be the best for the organisation. In addition, as agreed by Miles (1965), improvements in human resources may not only set the stage to increase productivity but it also creates an atmosphere which supports creative problem solving for workers. In conclusion, this topic’s purpose, unlike the classical theories both human relation and human resources conceptualized theories are interrelated and believed that the needs of employees is crucial as well as their contribution to organizational functioning.