Human relations in management
The era of human relations in management changed how managers viewed employee motivation. The Hawthorne study ushered in this era of management. The study aimed at determining the effects of different levels of light on employee productivity. The study was facilitated by a group of engineers from the Hawthorne Electric plan. The researchers thought that brighter light would translate to increased employee productivity. However, the results found showed an increase in productivity regardless of the level of brightness. Later in 1927, the researcher experimented on the length of working hours, redesigning jobs, length of workers break time and the plan for incentives. The finding of this research indicated that workers’ productivity was affected by employee attitude towards work. Workers are motivated when they are given special attention. Also, workers are more motivated when supervisors allowed workers to have some level of control over their situations. This improved the attitude of the employee and as a result, their productivity increased. For example, Mayo was lead these experiments in 1927, found that a group of individuals who were given a chance to participate in the research increased their productivity since they felt a sense of pride being part of the experiment. The research also found that informal social groups formed by employees strengthened the relationship of employees and this increased their productivity. Realization and understanding of employee social needs resulted in a positive impact on their attitude and general productivity (Griffin, 2016, p.57).
Part B
During the research, the researcher uses specific approaches to data found. The researcher may either use a correlational approach or experimental approach (Nyberg & Moliterno 2019). The main difference between the two approaches it that on the correlation method, the researchers have no control of the variables used in the study. The research uses the already available data. On the other hand, the experimental approach gives researchers the control over variables used. They can examine the effect of change of one variable to another. The similarity found within these two approaches is the application of variables.
They use both dependent and independent variables. An example of a correlational approach is research conducted to examine whether wealthy people are patient or not. Form people’s view, it is likely to be concluded that most wealthy people are impatient. Using the correlation approach, a statistical pattern can be derived to either approve or disapprove this belief comparing these variables (Nyberg & Moliterno 2019). On the other hand, an example of an experimental approach in work experience is the examination done to a pool of employees seeking employment. The employer examines their skills to obtain the best for the job.
Part C
The organization utilizes job analysis to obtain the best employers. One of the job analysis used by recruiters is direct observation (Markovska, 2020). This analysis deals with the surveillance of employees or workers’ duty. The analyst can obtain first-hand data regarding that job. However, due to the presence of the analyst normal employee work operations may be affected. Another method of analysis in interviewing. Here, the employee is asked to describe duties being taken regarding the job. However, employees may omit or exaggerate the necessary information. Both methods are used to obtain the best employer but interviewing is the most efficient. This is because the analyst can obtain information that would not be obtained through observation of practical work. This method is effective when the human resource needs to obtain the best person from a pool contesting for the same job. A fact on why organizations choose interview method is it cost implication. It is cheaper as compared to direct observation since if the analyst wanted to observe 200 employees, it would require more than 20 analysts to do it. Also, the time taken to interview is less than the time taken to observe an employee at work (Markovska, 2020).
Part D
The hiring process may be tiresome especially when not done the right way. There are to approaches to hiring decisions, this includes subjective opinion and objective opinion. Subjective opinion is the process where the recruiter uses worldview or personal opinions instead of using facts. Though this method is highly discouraged, employers find themselves using it. This is because there are certain elements of the employee that cannot be noted through the question of true or false. This includes the determination of the employee attitude, reliability, and initiative. Here, the employer would want to know whether the employee will be reliable while performing his or her duties. Another reason why employers use this method is that most of the jobs have varying performance criteria which are subjective. At this point, the decision must be left to the employer to judge. The judgment aspect makes the process subjective to the employer’s decisions.
The reason why this method is mostly discouraged is that employers might be biased. Subjective decisions depend on personal dislikes or like making and the decisions made may be one decided to fail to obtain the whole picture of the question matter. Besides, subjective personal opinions may result in making undesired decisions which sometimes may be costly to revert. The organization may waste a lot of time and resources correctly a mistake cost by subjective opinions on organization matters that needed objectivity view (Blossom, 2015).
The era of human relations in management changed how managers viewed employee motivation. The Hawthorne study ushered in this era of management. The study aimed at determining the effects of different levels of light on employee productivity. The study was facilitated by a group of engineers from the Hawthorne Electric plan. The researchers thought that brighter light would translate to increased employee productivity. However, the results found showed an increase in productivity regardless of the level of brightness. Later in 1927, the researcher experimented on the length of working hours, redesigning jobs, length of workers break time and the plan for incentives. The finding of this research indicated that worker’s productivity was affected by employee attitude towards work. Workers are motivated when they are given special attention. Besides, workers are more motivated when supervisors allowed workers to have some level of control over their situations. This improved the attitude of the employee and as a result, their productivity increased. For example, Mayo was lead these experiments in 1927, found that a group of individuals who were given a chance to participate in the research increased their productivity since they felt a sense of pride being part of the experiment. The research also found that informal social groups formed by employees strengthened the relationship of employees and this increased their productivity. Realization and understanding of employee social needs resulted in a positive impact on their attitude and general productivity (Griffin, 2016, p.57).
Part B
During the research, the researcher uses specific approaches to data found. The researcher may either use a correlational approach or experimental approach (Nyberg & Moliterno 2019). The main difference between the two approaches it that on the correlation method, the research has no control of the variables used in the study. The research uses the already available data. On the other hand, the experimental approach gives researchers the control over variables used. They can examine the effect of change of one variable to another. The similarity found within these two approaches is the application of variables.
They use both dependent and independent variables. An example of a correlational approach is research conducted to examine whether wealthy people are patient or not. Form people’s view, it is likely to be concluded that most wealthy people are impatient. Using the correlation approach, a statistical pattern can be derived to either approve or disapprove this belief comparing these variables (Nyberg & Moliterno 2019). On the other hand, an example of an experimental approach in work experience is the examination done to a pool of employees seeking employment. The employer examines their skills to obtain the best for the job.
Part C
The organization utilizes job analysis to obtain the best employers. One of the job analysis used by recruiters is direct observation (Markovska, 2020). This analysis deals with the surveillance of employees or workers’ duty. The analyst can obtain first-hand data regarding that job. However, due to the presence of the analyst normal employee work operations may be affected. Another method of analysis in interviewing. Here, the employee is asked to describe duties being taken regarding the job. However, employees may omit or exaggerate the necessary information. Both methods are used to obtain the best employer but interviewing is the most efficient. This is because the analyst can obtain information that would not be obtained through observation of practical work. This method is effective when the human resource needs to obtain the best person from a pool contesting for the same job. A fact on why organizations choose interview method is it cost implication. It is cheaper as compared to direct observation since if the analyst wanted to observe 200 employees, it would require more than 20 analysts to do it. Also, time taken to interview is less than the time taken to observe an employee at work (Markovska, 2020).
Part D
The hiring process may be tiresome especially when not done the right way. There are to approaches to hiring decisions, this includes subjective opinion and objective opinion. Subjective opinion is the process where the recruiter uses worldview or personal opinions instead of using facts. Though this method is highly discouraged, employers find themselves using it. This is because there are certain elements of the employee that cannot be noted through the question of true or false. This includes the determination of the employee attitude, reliability, and initiative. Here, the employer would want to know whether the employee will be reliable while performing his or her duties. Another reason why employers use this method is that most of the jobs have varying performance criteria which are subjective. At this point, the decision must be left to the employer to judge. The judgment aspect makes the process subjective to the employer’s decisions.
The reason why this method is mostly discouraged is that employers might be biased. Subjective decisions depend on personal dislikes or like making and the decisions made may be one decided to fail to obtain the whole picture of the question matter. Also, subjective personal opinions may result in making undesired decisions which sometimes may be costly to revert. The organization may waste a lot of time and resources correctly a mistake cost by subjective opinions on organization matters that needed objectivity view (Blossom, 2015).