Another problem that arises with scientific management is that there may be strong work resistance to attempts by management to measure effort and productivity (Scanlan & Keys, 1983, p. 33).
The human relations approach gained popularity at the same time that scientific management was also in wide use. To some degree, the human relations approach grew out of the emerging field of psychology, and emphasized the importance of motivation and attitudes in explaining worker behavior. The approach was largely based on a series of studies conducted at the Hawthorne plant of the Western Electric Company, located in the suburbs of Chicago. These studies were conducted over 12 years and demonstrated that in addition to the job itself, certain factors can influence workers' behavior. Informal social groups, management-employee relations, and the interrelationships among the many different parts of the work environment were found to be influential on workers.
Perhaps the most important outgrowth of the Hawthorne studies was the recognition that there is a social aspect to work. Adherents of the human relations approach assumed that workers who are satisfied with their jobs will be indebted to the company and show their appreciation through increased productivity. However, there is an inherent danger in ascribing too much importance to the assumption that satisfied worker.
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