The term coworker relationship designates an economic starting point, which includes the coworkers more strongly into the calculation also.

By the consequences of the Taylorismus/Fordismus on enterprises and workers starting from approximately 1930 new starting points were integrated into the spectrum of the thes subject of the economic science, particularly the management economics. Criticism at the people picture homo oeconomicus, that far common was for the first time among the entrepreneurs and managers, experienced. On the one hand the clearly visible bad states in the strongly rationalized enterprises and on the other hand scientific studies gave cause for it.

Behavior-scientific beginnings

"“The behavior-oriented starting point underlines the Emergenz of the human dimension in the enterprise. Humans are not any more an isolated, only functional nature, but member of a group, to which he develops a more or less strong affiliation."” - Gilbert rehearses, 1992

Homo oeconomicus social one should yield.

Gradually it came to an opening of the management economics in the subjects marketing, organization teachings, personnel teachings etc., to which 1930 ago hardly economic meaning was attributed. The central interest should apply for humans and its behavior now. Extension found this change in a renewed aspect, which arranged a managing as part of social acting. Using research work applied now for group phenomena, social interaction, work satisfaction and cooperative style of leadership.

At the beginning of the human relation movement the empirical research stood in enterprises. Into the 1930er years still in the context of the Scientific management sociological field studies were accomplished in the Hawthorne works of the General Electric company, (see also: Fritz Jules Roethlisberger, William John Dickson, Elton Mayo) with the goal of examining effects of changed conditions of work for the productivity. One made first the groups of workers and work spaces smaller, introduced more social liberties as well as simpler processes and offered individual discussions with the supervisor.

Results of the study were the following ones:

• Social group relations and friendly guidance have more influence on the productivity of the workers than the conditions of work
• To the major tasks of the management the occupation with the needs and also the psychological condition and the identity of the workers must belong
• The manager must change from the role of the "“Aufpassers"” and planner into the role of the mediator between persons employed and higher management

A resuming study examined 1931 fatigue phenomena of workers. As trailblazing result the realization is to be called here that management actions cause themselves mutually (see: Emergenz) and thus to non-intended effects to lead to be able.

Motivation-theoretical beginning

A further aspect of the human relation movement is the motivation-theoretical beginning. This decreases/goes back to the first clinical investigations of Abraham Maslow, which had accomplished these between 1934 and 1943 and which became to transfer 1954 from Douglas McGregor to the work motivation into the BWL. The basic assumption is here that only a completely satisfied need changes the behavior of humans. Maslow goes from a need hierarchy with five need classes out (down: Lack needs, above: Growth needs).

Resuming information under for this:

• http://www.accel-team.com/human_relations/hrels_02_maslow.html
• http://www.themms.com/sitemap/4/maslow-motivation-theory.html

Criticism at the motivation-theoretical beginning consisted particularly in the impossibility to operationalsieren the need terms from Maslows need hierarchy. The motivation theory brought the BWL therefore first no large use.

Theory X and Y

1960 confronted Douglas McGregor of two opposite people pictures of the BWL and designated it with theory X (of the representations in the traditional management literature consists) and theory Y (the one kind type of ideal introduces).

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