Human relationship movement and hawthorne experiments The essence of human relations movement was the belief that

the key to higher productivity in organizations was increasing employee satisfaction. In addition to the hawthorne experiments, 3 people played important roles in conveying the message of human relations Dale Carnegie, Abraham maslow, and douglas Mcgregor. Scholars generally agree that the hawthorne studies had a large and dramatic impact on the direction of organizational behaviour and management practices. Mayos conclusions were that behaviour and sentiments were closely related, that group influences significantly affected individual behaviour, that group standards established individual worker output, and that money was less a factor in determining output than were group standards, group sentiments and security. These conclusions led to a new emphasis on the human factor in the funcitioning of organizations and the attainment of their goals. Despite some obvious philosophical, theoretical and methodological limitations by todays standards of research, the hawthorne studies did provide some interesting insights that contributed to a better understanding of human behaviour in organizations. The hawthorne studies created quite a stir among managers, providing the foundation for an entirely new approach to management known as human relations movement. The basic premised underlying the human relations movement were that people respond primarily to their social environment, that motivation depends more on social needs than on economic needs, and that satisfied employees work harder than unsatisfied employees. The hawthorne studies and the human relations movement played major roles in developing the foundations for the field of organizational behaviour.