2ND SLIDE

Okay so when we're talking about the Hawthorne effect, what researchers were looking for was really ways to get people to be more
productive. So, perhaps, if we do some experiments with these people like give them more lighting, give them less lighting, we'll find out what
gets them to produce more to make a business more profitable.

So, what they found was when they separated out people and studied them no matter what they did, these people were more productive.
When they raised the lights to be very bright, they were more productive. When they dim to the lights to be pretty dark, they were more
productive. It didn't matter what they did, it didn't matter where they put them, the moment that they were studying these people they became
more productive. And so their conclusion was, it’s not actually treating people well by improving workplace. Kind of an environment that’s
going to make people more productive. What’s going to make people more productive is paying attention to them. Separating them out
saying we're going to observe you, we're going to pay attention to you, and that's what's going to make people more productive. That is the
conclusion that the entire human relations approach is founded on people need to be paid attention to.

4TH SLIDE

When we're talking about some kind of more specific aspects of the human relations approach, Maslow's hierarchy of needs comes in. You
know people aren't machines, they're not cogs, they do have complicated needs, they have multiple layers and levels of needs, so, yes we
need to fulfill their basic needs like food and shelter, which you know we can accomplish by giving them a decent salary, but they also have
more complex needs and more social needs. They need to be treated like human beings in that they need to have conversations with people,
they need to think that they're important, they need to think that we care about them, they need to believe that we care about them. Notice the
difference here between “we need to care about them” and “we need them to believe that we care about them”. That's going to be the central
difference between the human relations and the human resources approach.

5TH SLIDE

Now when we're talking about the human relations approach what they're trying to do is get people to feel that their needs are satisfied, so
that they will produce more, so that the company can be more profitable. So, people have complex needs we need to kind of figure out a way
to meet those needs so that they can produce more for us. Or when we're looking at theory x and theory y, well, if we treat people like they're
independent we give them some sense of autonomy, some sense of ownership then they'll feel more fulfilled and therefore they will produce
more, that's human relations. If we make people feel good or if we make people feel like we're paying attention to them, then they're going to
bring in more profit and we will be more successful.

6TH SLIDE

And for some instances when the managers, the executives, or the higher-ups in an organization, the human relations approach is really
about making employees feel important, making employees feel heard. It does not mean actually hearing employees. The human relations
approach is not interested in actually caring about the employees, so what we have here is a kind of mismatch between the beliefs about
employees and how we actually treat those employees because we don't actually believe that employees are anything more than just a cog
in the machine, but we know that they function as better more effective cogs if we don't treat them like they're cogs, so we're gonna treat
them like they're people even though we don't actually believe that they're people and so.

7TH SLIDE

Here is the major criticism that human resources came in with. If you happen to read some descriptions about managers, applying theory x
and theory y. If you have a manager who truly believes in theory y, you really probably have a human resources manager, but if you've got a
human relations manager what they're going to do is behave in ways that look like theory y while actually believing in theory x. So, a human
resources manager actually believes in theory y and believes that humans are the resource, so the human resources approach sees humans
as valuable as productivity, as profit, so productivity and profit are equally important to the people accomplishing that productivity and profit.
Human relations don't believe that, human relations think productivity and profit are the most important. The way to achieve that is to make
people feel like they're important so we're going to make them feel good so that they'll produce. The human resources approach says no no
no no, humans actually are as important as productivity so we're going to treat them that way genuinely, we're actually going to treat them
like they're as important as productivity, provide them with some mentorship, with some direction.

Example when your boss said to you “here's what I want you to accomplish, you can do it in any way that you want, all right. Here are some
resources, here's everything you could need, if you need more just ask and I'll give it to you”. You've got a human resources approach going
on. Now, if you've got a manager who comes to you and says “hey I know that you can do it, you're so good at this stuff. I'm going to give you
some resources, here's 20 bucks and a ream of paper. I'm sure you're going to do so great, come talk to me when you have any issues and
I'm glad to talk them through with you. Go get them tiger, I love you!” Now you've got a human relations approach. They pretend like they care
about you, they are giving you lip service to make you feel good so that you'll accomplish their goals. Human resources is not giving lip
service it truly believes in its employees. That's really the difference between the human relations and the human resources.