Embracing the Human Relations Movement: Making Employee Well-Being a Priority

In a previous blog, I talked about the origins of classical management theory and how it affected employees in the wake of the Industrial Revolution. Classical management theories were all about increasing efficiency and productivity. However, they failed to account for the emotional and physical well-being of frontline employees. Frontline employees were treated as expendable cogs in the machine, had little chance for advancement (Lyon, 2016a), and were not allowed to give input or feedback (Human Approaches to Organizational Communication, n.d.). Because employee’s well-being was not a priority, they felt dehumanized, burnout, and suffered mental anguish (Lyon, 2016b). In response to the classical approach, The Human Relations movement was born.

The Human Relations Movement

This Human Relations Movement picked up steam in the 60s and advanced the idea that employees should have a voice (Human Approaches to Organizational Communication, n.d.). The humanistic approach advanced the view that employees are not expendable an should be considered important to an organization.  When employees have the power to openly express their feelings, grievances, opinions, and make suggestions, productivity, and happiness increases (Human Approaches to Organizational Communication n.d.).

Two key contributors to the human relations movement were psychologist Abraham Maslow and MIT professor Douglas McGregor.                                                 

Maslow’s hierarchy of needs asserts that humans have five levels of needs. Once a person’s basic needs (physiological and safety) are met, they can then progress to meet their higher needs (love & belonging, esteem, & self-actualization) (Lyon, 2016d). Moreover, if they do not have their basic needs met, they will never reach their full potential (Lyon, 2016d).

McGregor is known for Theory X and Theory Y, which provided two sides to management. Theory X is  based on traditional managerial views and looks at employees negatively (Lyon, 2016c). Under this theory, employees are lazy and want to avoid work and responsibilities. They need constant supervision and need to be controlled, have strict policies, punishment, and rewards. This negative mindset and controlling management practices can turn in to a vicious cycle which could lead to employee resistance and poor performance.  Whereas, Theory Y views employees positive light and is based on the upper levels of Maslow’s hierarchy. When employees are happy, satisfied, appreciated, and motivated, they can achieve both personal and organizational goals simultaneously (Lyon, 2016c). Under this theory, managers should promote a collaborative working environment, open communication, and aid in the growth and development of employees. This leadership style gives employees and a sense of belonging, builds self-esteem & respect, and helps motivates employees to be the best they can be.

Employee Well-Being Should Be A Top Priority

A recent expose by Casey Newton brought to light the harsh reality of Facebook content moderators working for the company Cognizant. If you haven’t already read the story here is a brief overview:

Part of a moderators job is to weed through posts and decide whether they meet Facebook community standards (Newton, 2019). Each day, these moderators view a variety of graphic content that can range from racist posts, pornography, violence, and even murder. Because they signed a Non-Disclosure Agreement, moderators are unable to talk about work or share their thoughts and feelings with friends and family outside of work and often feel isolated, stressed, and anxious (Newton, 2019).  

Having limited outlets to express their feelings, some resorted to deviant behavior such as having sex in the workplace, smoking marijuana, and telling dark or racist jokes to help them form bonds and numb their emotions (Newton, 2019). Employees suffered from PTSD, anxiety disorders, secondary traumatic stress, insomnia, and some even embraced conspiracy theories. Some employees feared for their life from angry Facebook users and disgruntled employees. Cognizant did not have security cameras in the parking lot and had only a few security guards. Moreover, a single counselor was only available for moderators for part of the day (Newton, 2019).

Adding to their problems, Cognizant managers enforced strict break policies that barely allow for bathroom use, much less time to collect oneself after seeing disturbing content (Newton, 2019). Also, content-coding accuracy is only judged based on moderator coding the content, and one quality assurance employee. Additionally, when breaking news stories are released, managers often provide conflicting information on how to code these events (Newton, 2019). Furthermore, employees are terminated for making a minimal amount of mistakes.

I don’t know about you, but considering what these moderators had to endure daily, I think Cognizant’s policies and management are out of line. With that being said, we can learn from this story. This story serves as a prime example of classical management approaches and why organizations need to adopt a more humanistic approach and make their employees well-being a priority.

The classical management approach is evident in the strick break policies, harsh punishment for minimal mistakes, closed communication (i.e. conflicting information), and limited concern for moderators well-being (i.e. counselor only available part-time). If breaks are short and strictly monitored, how did they find the time to visit a counselor who was only there for part of the day?

Applying Maslow’s hierarchy to this story, moderators basic needs were not being met. For example, some employees suffered from insomnia (physiological), feared for their life (safety), and Cognizant provided limited resources to address their mental health (safety).  Because their physiological and safety needs were not satisfied, moderators did not have the opportunity to progress and meet their higher needs. They felt isolated from friends and family outside of work (love & belonging), they had little freedom due to strict rules, and an NDA prevented them from free speech (esteem). Moderators were to busy trying to cope with or numb their emotions that they could not aim higher and be the best they could be (self-actualization). 

Key Takeaways

1) Happy and healthy employees are more efficient and productive.  

2) Trust, collaboration, open communication, and skill development is essential for employee growth.

References

(n.d.). Facebook Moderators. [Image]. Retrieved from https://animal-human-relationship.pictures-of-cats.org/?p=1390

Human approaches to organizational communication. (n.d.). Retrieved from /mod_resource/content/1/Human%20approaches%20to%20organizational%20communication.pdf

Lyon, A. (2016a). [Organizational Communication Channel]. Retrieved from Max Weber Bureaucracy: https://www.youtube.com/watch?v=zp554tcdWO8&list=PLvkPI8QIE9MKnF4CH0XqvKgSaHUE0K9-4&index=4

Lyon, A. (2016b). [Orgnizational Communication Channel]. Retrieved from Frederick Taylor scientific management: https://www.youtube.com/watch?v=vNfy_AHG-MU

Lyon, A. (2016c). Organizational Communication Channel. Retrieved from Douglas McGregor's Theory X and Theory Y: https://www.youtube.com/watch?v=CXAzZRnJo2o&list=PLvkPI8QIE9MKnF4CH0XqvKgSaHUE0K9-4&index=13

Lyon, A. (2016d). Organizational Communication Channel. Retrieved from Maslow's Hierarchy of Needs in the Workplace: https://www.youtube.com/watch?v=nASV5I_WG3k

(n.d.). Maslow's Hierarchy of Needs. [Image]. Retrieved from https://www.simplypsychology.org/maslow.html

Newton, C. (2019). The Trauma Floor. Retrieved from The Verge: https://www.theverge.com/2019/2/25/18229714/cognizant-facebook-content-moderator-interviews-trauma-working-conditions-arizona?fbclid=IwAR19G9kk6Li8bsPW5rxHoi4QMlDQDaOT2_9AMzaEVcQZiOzwlv1_wKUyLjE

(n.d.). You have a voice. [Image].  Retrieved from https://www.fresh-voices.com/index.php/blog/9-articles-interviews/18-what-is-a-fresh-voice-why-it-matters-to-your-screenwriting-career-part-1-the-screenwriter-s-voice

To Pee or Not to Pee? The Infamous Case of Jim Bean’s Bathroom Policy through the lenses of Critical Theory & Systems Theory

Most of us have had to hold our bladder at some point whether waiting in line for a public restroom, on a long car ride, having an ultrasound, etc. Do you remember how uncomfortable it felt?  Now, imagine what it would feel like to hold your bladder every day. Some of Jim Beam’s frontline employees didn’t have to imagine what it would feel like because they lived it after the plant managers passed a strict bathroom break policy.

                                                                                                                                                               

A lot of us already know the case, however, here is a brief recap: In late 2001, managers at one of Jim Bean’s Kentucky plants implemented a new policy which limited production line workers to only three bathroom breaks per shift, unless they provided a medical wavier (Jim Beam’s Sour Bathroom Break Policy, n.d.).

Mangers disciplined workers for taking extra bathroom breaks, and after six violations, workers were terminated. In fear of disciplinary action, some workers held their bladder, wore adult diapers, and even soiled themselves (Jim Beam’s Sour Bathroom Break Policy, n.d.).

The Critical Approach

The critical approach is based on oppression, imbalance, power, control, resistance, and liberation (System and critical approaches to organizational communication, n.d.).

Under the critical theory, organizations in a capitalist society oppress their employees through hierarchy which in turn promotes an imbalance of power between management and employees, and liberation comes when employees resist and free themselves from dominate restraints.

Jim Beam’s managers asserted power over their employees by implementing a stricter bathroom policy to re-establish dominance and to regain control over employee’s bathroom breaks to increase production.

Managers did not openly communicate with their employees about the reasoning behind the new bathroom policy. Also, management did not follow the new bathroom break rules. This created a negative work culture and further created an imbalance of power between management and employees.

Employees resisted the policy by calling in sick, obtaining medical waivers, and getting their union representative involved. Through the help of their union representatives, the case reached the Kentucky Labor Cabinet and the public got wind of the policy. After receiving public backlash for the policy, Jim Beam retracted their bathroom policy.  Because the employees resisted were liberated. 

The Systems Approach

The systems theory looks at an organization as a system (System and critical approaches to organizational communication, n.d.). Each organization is comprised of multiple parts including employees, departments, resources, materials, products, services, etc. that are interdependent. 

For example, Jim Beam’s organization is dependent on their employees to produce bourbon and provide services (distillery tours, tastings, etc.) whereas, employees rely on Jim Bean for employment, paychecks, health benefits, etc. Also, distillery employees depend on management to order corn, rye, barely malt, etc. to make the bourbon. The bottling and shipping department rely on the distillery department to provide the bourbon and management to supply bottles, lids, boxes, etc. The point is, every part of an organization is mutually reliant on each other.

So, how does interdependence become weak? What happens when it does? Interdependence becomes weak when a part or parts become isolated from the rest of the system (System and critical approaches to organizational communication, n.d.). This, in turn, causes a part or parts to fail, which can lead to a total system failure. Jim Beam managers closed the system of communication to employees when they did not explain why the new bathroom policy was being implemented, ask for input, or listen to feedback. Also, managers took as many bathroom breaks as they needed but forced employees to abide by the degrading, embarrassing, and demoralizing policy. Employees felt isolated from the mangers and the organization. Isolation then led to entropy. When employees acted against Jim Beam, employee productivity declined because they were more focused on fighting the bathroom policy.

If Jim Beams management would have openly communicated with their employees, they could have likely achieved their goals and avoided disgruntled employees, legal repercussions, and negative press. Below is a systems concept map of Jim Beam’s organization when their system is open. Below is a systems concept map of Jim Beam’s organization when their system is open and functioning the way it should be.

System theory can be applied to a variety of organizations. Two more real-world examples include restaurants and the movie industry. In restaurants, input would include employees (labor), food, condiments, alcohol, garnishes, etc., ovens, stoves, pots & pans, dishes, utensils, sinks, dishwasher, refrigerator, money invested into the restaurant, etc. Throughputs is the process of making the food, the process of marketing the restaurant, menu item, or a special promotion, the process of selling the food, and the process of making restaurant rules and regulations. Outputs are the food that’s served, the cocktails that are created, private dining at the chef’s table, private reservations, etc.  In the movie industry some inputs are actors, producers, writers, crew, make-up artists, cameras, props, money invested into the movie, etc. Some throughputs include the process of playing a character, writing and revising the script, filming a scene, editing a scene, distributing the film, marketing the film, etc. Outputs include, the finished movie, movie released in movie theaters & on dvd, private screenings, etc.                                  

References

Jim Beam's sour bathroom break policy. (n.d.). Retrieved from https://moodle.drury.edu/pluginfile.php/915610/mod_resource/content/1/Case%20study%20week%203.pdf

System and critical approaches to organizational communication. (n.d.). Retrieved from https://moodle.drury.edu/pluginfile.php/915609/mod_resource/content/1/System%20and%20critical%20approaches%20to%20organizational%20communication.pdf

Cogs in a Well-Oiled Machine

Many of us have heard the metaphor that an organization runs like a well-oiled machine. Well, that was exactly what factory owners were striving for in the wake of the Industrial Revolution.

With the Industrial boom, business owners needed to increase efficiency and productivity to keep up with supply and demand. Frederick Taylor's Scientific Management theory, Max Weber’s Bureaucracy theory, and Henri Fayol’s Administrative theory tried to solve these issues.

These theories share some of the same principles such as “hierarchy, division of labor, standardized approach to work, centralization of authority, separation of personal and work life, and selecting the best employees for the job” (Lyon, 2017a). However, there are some major differences in approach and application. The differences are as follows:

1. Taylor looked at organizations at the micro-level (Lyon, 2016a). He focused on how long and how many movements it took to complete small jobs and used the average time and number of movements to establish a standard for all workers (Lyon, 2016b).
2. Weber studied organizations at a macro-level (Lyon, 2017a). He was all about formality and rules. He believed that formal leadership was needed, work rules and regulations should emulate societal ones, power should come from the position and not the person, jobs should be filled by qualified people, and tenure should be in place to protect employees from being fired without cause (Lyon, 2016a).  
3. Fayol studied organizations on an administrative level (Lyon, 2017a). He believed that all managers needed to able to plan, organize, command, coordinate, and control (Lyon, 2017b).

The classical management approaches increased efficiency and productivity; however, workers were dehumanized and treated as cogs in a machine with little to no regard for their emotional and physical well-being.

 In contrast to classical theory, Mary Parker Follet’s dismissed the cog in the machine mentality in favor of a more humanized approach to management. Her theory focused on integration, group collaboration, sharing control, and “using conflict to understand” and resolve issues (Mary Parker Follet, n.d.).

Both classical and human relations management approaches are still alive in today’s workforce. Taylor’s application of time and motion studies to work is present in fast-food restaurants and factories to improve efficiency and productivity (Lyon, 2016b). Bureaucracy is seen in governmental agencies, universities, and factories (Lyon, 2016b). Moreover, organizations such as Facebook and Google use Follet’s principles of management to foster an open, collaborative, and community environment in the workplace (Byrd, Perry, Waldon, Bhasin, & Davis, 2018).

Recommendations:

• Do not treat employees as simple cogs in the machine; it can be detrimental to their emotional and physical well-being.
• Invest in your employees by listening and providing continual training and benefits. Happy and healthy employees are more loyal and productive.
• Leaders need to integrate and collaborate with their employees. Integration and collaboration create a sense of community and makes employees feel understood and valued.
• Promote a group mentality. Leaders should put the best interest of the group before an individual’s interests.
• Do not show favoritism in the workplace. Hire and promote based on qualifications and do not discriminate based, race, ethnicity, sexual orientation, gender, religion, or disability.

References

    Byrd, B., Perry, V., Waldon, M., Bhasin, A., & Davis, S. (2018). Mary Parker Follett - managing communication USC (500) fall 2018. Retrieved from https://www.youtube.com/watch?v=dYtEjn4v1Qs

    Lyon, A. (2016a). [Organizational Communication Channel]. Retrieved from Max Weber Bureaucracy: https://www.youtube.com/watch?v=zp554tcdWO8&list=PLvkPI8QIE9MKnF4CH0XqvKgSaHUE0K9-4&index=4

   Lyon, A. (2016b). [Organizational Communication Channel]. Retrieved from Frederick Taylor scientific management: https://www.youtube.com/watch?v=vNfy_AHG-MU

   Lyon, A. (2017a). [Organizational Communication Channel]. Retrieved from Classical management theory: https://www.youtube.com/watch?v=d1jOwD-CTLI

   Lyon, A. (2017b). [Organizational Communication Channel]. Retrieved from Henri Fayol's principles of management: https://www.youtube.com/watch?v=90qpziPNRnY&list=PLvkPI8QIE9MKnF4CH0XqvKgSaHUE0K9-4&index=2

   Mary Parker Follet. (n.d.). Retrieved from https://moodle.drury.edu/pluginfile.php/912743/mod_resource/content/1/Classical%20approaches%20and%20org%20structure%20.pdf