Human relations

Kyle Bruce, Chris Nyland

Research output: Chapter in Book/Report/Conference proceedingChapterResearchpeer-review

Abstract

As ritualistically conveyed in management and organization studies textbooks, the Human Relations ‘school’ of management (HRS) is understood to have emerged from investigations into human association in the workplace by Elton Mayo and his associates between 1924 and 1932 at the Hawthorne plant of Western Electric. The HRS is said to have brought people’s social needs into the limelight and thereby increased their capacity for ‘spontaneous collaboration’ at work. This perspective, however, has been challenged by a growing body of scholars who have demonstrated that HRS provided employers with an authoritarian management model that held employees are irrational, agitation-prone individuals whose demand for better wages and working conditions was symptomatic of a deep psychosocial maladjustment. This perspective enabled employers to monopolise authority in the workplace and justify this monopoly on the grounds that workers lacked the rationality required to participate in management decision-making.
LanguageEnglish
Title of host publicationThe Oxford handbook of management
EditorsAdrian Wilkinson, Steven J. Armstrong, Michael Lounsbury
Place of PublicationOxford
PublisherOxford University Press
Chapter3
Pages1-19
Number of pages19
ISBN (Print)0198708610, 9780198708612
DOIs
Publication statusPublished - 2017

Publication series

NameOxford handbooks
PublisherOxford University Press

Fingerprint

Human relations
Employers
Work place
Working conditions
Rationality
Organization studies
Management studies
Employees
Management decision-making
Wages
Workers
Monopoly
Authority
Textbooks
Management model

Keywords

  • Human Relations school of management
  • Elton Mayo
  • John D. Rockefeller Jr
  • Hawthorne
  • management

Cite this

Bruce, K., & Nyland, C. (2017). Human relations. In A. Wilkinson, S. J. Armstrong, & M. Lounsbury (Eds.), The Oxford handbook of management (pp. 1-19). (Oxford handbooks). Oxford: Oxford University Press. https://doi.org/10.1093/oxfordhb/9780198708612.013.3
Bruce, Kyle ; Nyland, Chris. / Human relations. The Oxford handbook of management. editor / Adrian Wilkinson ; Steven J. Armstrong ; Michael Lounsbury. Oxford : Oxford University Press, 2017. pp. 1-19 (Oxford handbooks).
@inbook{27a0a5c515a94a3fa6ce90ee5fc3cc50,
title = "Human relations",
abstract = "As ritualistically conveyed in management and organization studies textbooks, the Human Relations ‘school’ of management (HRS) is understood to have emerged from investigations into human association in the workplace by Elton Mayo and his associates between 1924 and 1932 at the Hawthorne plant of Western Electric. The HRS is said to have brought people’s social needs into the limelight and thereby increased their capacity for ‘spontaneous collaboration’ at work. This perspective, however, has been challenged by a growing body of scholars who have demonstrated that HRS provided employers with an authoritarian management model that held employees are irrational, agitation-prone individuals whose demand for better wages and working conditions was symptomatic of a deep psychosocial maladjustment. This perspective enabled employers to monopolise authority in the workplace and justify this monopoly on the grounds that workers lacked the rationality required to participate in management decision-making.",
keywords = "Human Relations school of management, Elton Mayo, John D. Rockefeller Jr, Hawthorne, management",
author = "Kyle Bruce and Chris Nyland",
year = "2017",
doi = "10.1093/oxfordhb/9780198708612.013.3",
language = "English",
isbn = "0198708610",
series = "Oxford handbooks",
publisher = "Oxford University Press",
pages = "1--19",
editor = "Adrian Wilkinson and Armstrong, {Steven J.} and Michael Lounsbury",
booktitle = "The Oxford handbook of management",
address = "United Kingdom",

}

Bruce, K & Nyland, C 2017, Human relations. in A Wilkinson, SJ Armstrong & M Lounsbury (eds), The Oxford handbook of management. Oxford handbooks, Oxford University Press, Oxford, pp. 1-19. https://doi.org/10.1093/oxfordhb/9780198708612.013.3

Human relations. / Bruce, Kyle; Nyland, Chris.

The Oxford handbook of management. ed. / Adrian Wilkinson; Steven J. Armstrong; Michael Lounsbury. Oxford : Oxford University Press, 2017. p. 1-19 (Oxford handbooks).

Research output: Chapter in Book/Report/Conference proceedingChapterResearchpeer-review

TY - CHAP

T1 - Human relations

AU - Bruce, Kyle

AU - Nyland, Chris

PY - 2017

Y1 - 2017

N2 - As ritualistically conveyed in management and organization studies textbooks, the Human Relations ‘school’ of management (HRS) is understood to have emerged from investigations into human association in the workplace by Elton Mayo and his associates between 1924 and 1932 at the Hawthorne plant of Western Electric. The HRS is said to have brought people’s social needs into the limelight and thereby increased their capacity for ‘spontaneous collaboration’ at work. This perspective, however, has been challenged by a growing body of scholars who have demonstrated that HRS provided employers with an authoritarian management model that held employees are irrational, agitation-prone individuals whose demand for better wages and working conditions was symptomatic of a deep psychosocial maladjustment. This perspective enabled employers to monopolise authority in the workplace and justify this monopoly on the grounds that workers lacked the rationality required to participate in management decision-making.

AB - As ritualistically conveyed in management and organization studies textbooks, the Human Relations ‘school’ of management (HRS) is understood to have emerged from investigations into human association in the workplace by Elton Mayo and his associates between 1924 and 1932 at the Hawthorne plant of Western Electric. The HRS is said to have brought people’s social needs into the limelight and thereby increased their capacity for ‘spontaneous collaboration’ at work. This perspective, however, has been challenged by a growing body of scholars who have demonstrated that HRS provided employers with an authoritarian management model that held employees are irrational, agitation-prone individuals whose demand for better wages and working conditions was symptomatic of a deep psychosocial maladjustment. This perspective enabled employers to monopolise authority in the workplace and justify this monopoly on the grounds that workers lacked the rationality required to participate in management decision-making.

KW - Human Relations school of management

KW - Elton Mayo

KW - John D. Rockefeller Jr

KW - Hawthorne

KW - management

U2 - 10.1093/oxfordhb/9780198708612.013.3

DO - 10.1093/oxfordhb/9780198708612.013.3

M3 - Chapter

SN - 0198708610

SN - 9780198708612

T3 - Oxford handbooks

SP - 1

EP - 19

BT - The Oxford handbook of management

A2 - Wilkinson, Adrian

A2 - Armstrong, Steven J.

A2 - Lounsbury, Michael

PB - Oxford University Press

CY - Oxford

ER -

Bruce K, Nyland C. Human relations. In Wilkinson A, Armstrong SJ, Lounsbury M, editors, The Oxford handbook of management. Oxford: Oxford University Press. 2017. p. 1-19. (Oxford handbooks). https://doi.org/10.1093/oxfordhb/9780198708612.013.3