Human Relations Case Study

Although the fact that work is organised according to Taylorian principles is not to be debated, whether or not the practices of human relations exist in order to serve or to enslave the individual to the culture of the workplace has raised questions over the decades. In this essay, I will critically discuss the role of the human relations department by counterbalancing the real purpose that it has in an organization.

To deny the fact that Taylorian principles still represent the basis on which corporations built their work processes would be unreasonable, as the original objective of such organizations stood implacable in time- increased productivity leading to profit. What indeed changed are the means through which these purposes are achieved. Originally, the Taylorian principles aimed to create a systematic, well-organized environment in which individuals were not perceived as social beings but rather as economically stimulated first-rate machines (Taylor, 1998). Achieved through standardization and scientific principles, Taylor’s theory proved to be incommensurably beneficial for the capitalists. Although very efficient, in time, studies such as the Hawthorne experiment revealed that not only financial stimulation incites the worker but also the degree of work satisfaction. The results of the study led to a shift from the psychological pattern of the worker

It plays a vital role in assuring the full cooperation of workers, by using psychology to manipulate and pacificate the masses. Despite the fact that it is portrayed as being beneficial to the well-being of the workers, its main function is to assure the maximum productivity of each employee and to come as a supplement to the deficiencies of scientific management. Thus, as Braverman assesses, those who are in charge with practising human relations serve as ”the maintenance crew for the human machinery.” (Braverman, 1974: