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
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