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 us 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.

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.

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.

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.

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

and the human relations it's lip service

they're just pretending to care because

they think that's gonna make you more

productive in human

in human resources they actually do care

they really do believe that

caring about the people makes them more

productive

and we care about both the people and

productivity

they're equally important so i hope this

has clarified um the difference between

human relations and human resources

human relations really still has a lot

in common

with the kind of more traditional

approaches right those

classical the classical approach whereas

human resources

is much more kind of caring

about people and assuming that

people are really going to be the key to

the success of an organization

that's why coming from the documentary

peopletree is an excellent example of

human resources

where instead of saying well we want to

design this collection

and we want to create these beautiful

garments okay and now we're going to

find

people who are going to be able to do

that right human relations would say

okay let's find some people let's tell

them they're so smart let's tell them

what to do

and let's kind of pat them on the back

and say good job kiddos

what has human resources says okay no

we're not even going to go in that order

we're going to start with the people

we're going to say what can our people

do what are they capable of what

expertise do they bring what skills do

they have

and we're going to design our collection

based on the people

that we have right based on that

resource of

excellent knowledge and skill that we

have

peopletree is the quintessential example

of human resources

where they start from their resource of

people

and then they do the work from there

whereas

more traditional classical approaches

say

here's the work we need done and here

are the people who are going to do it

we're going to treat them like crap

we're going to treat them like machines

and they're going to churn out the work

human relations is kind of that

step in between where we start with the

idea we're going to tell the people what

to do but we're going to try to be nice

to them

but we're going to try to not treat them

like they're machines

because it turns out that people are

more complicated than machines so we're

gonna try to be nice to them

when we ask them to do the work and you

know when they say they're having a hard

time we're gonna say oh

do you need more lights do you need some

water breaks

i really care about you i want you to be

successful because when you're

successful we're successful

right and then people go oh they care

about me and then they go back to work

and you say

great job accomplish our goals that's

human relations

right it's halfway in between human

resources actually cares

human relations pretends to care

classical approach doesn't care one bit

about the people

just productivity that's really the

distinction between

the three approaches we've covered so

far i hope this has clarified some

things

i hope that the distinction between all

of these approaches is a little bit more

clear