Please provide 1 response to each student discussion board post. Turnitin is being to check for plagiarism and Please use APA format.
Hello Tonisha & Sean,
I agree with you both and I ask the question do we go to our place of employment because we have to or because we love to and is it really up to an organization or company to provide "perks' in order for workers to be productive ?
Yes, human resources should treat all employees fairly and equally and yes, this does not always hold true.
What obligation do we as employees owe to the organization? Should we do our job because that is what we are hired on to do or do we have low production on a job because they don't offer the "perks" we expect (want)?
Should it be the organization responsibility to make us happy on the job? Yes, it should to a certain point. But my opinion is that the employee share some of the responsibility too and that most places of employment that low production, high turnovers and employees with terrible moral not because of the "perks" that they don't offer, but because of poor management usually from the top down including the human resources department.
Jose Cobar
XXXXXXXXXXMonday Oct 8 at 10:19pm
The main idea behind the Hawthorne Studies was that, unlike the scientific management theories, management much consider the human aspect of their operations. A humanistic approach to understanding the behaviors of employees evaluates employee motivations beyond and above simple hedonism and punishment avoidance, or, that employees are motivated by more than money or the threat of being fired (Baack, 2012).
Although the studies involved many experiments over 5 years, the most oft cited experiments is the lighting experiment, where employee’s productivity was measured at various room lighting intensities (McCarney et al., XXXXXXXXXXIn the original study, Mayo & Roethlisberger cite a significant increase in productivity, however, that productivity quickly dissipated once the study was over, and productivity increased across a broad spectrum of light intensities (Olson et al., XXXXXXXXXXThe conclusion that productivity (or any observation made by the investigator) is tainted by the Hawthorne Effect, where the study subject’s behavior is altered by the act of observing it.
Hawthorne Effect aside, the humanistic components of the outcome of seeing employees as motivated by higher principles has led human resources management to adopt strategies, like the idea of Just Culture, where blame is replaced with just and fair treatment and discipline is carefully assessed before being applied (Khatri et al., 2009).
It’s difficult not to be duped by the Hawthorne Effect, and whenever I take on a new project, particularly one where productivity related to human behavior is a key component of the outcome, I take a close look at variables that might influence measurements, particularly those arcane and prone to ‘observer effect’.
Baack, D XXXXXXXXXXManagement communication. Retrieved from https://ashford.content.edu(Links to an external site.)Links to an external site.
Khatri, N., Brown, G.D. Hicks, L.L XXXXXXXXXXFrom a blame culture to a just culture in health care. Health Care Management Review XXXXXXXXXXdoi: XXXXXXXXXX/HMR.0b013e3181a3b709.