Convenience

Chapter 1:
Understanding the Manager’s Job
1 5
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
www.MyEbookNiche.eCrater.com

---

the workplace than had been previously believed. In the lighting experiment, for exam-
ple, the results were attributed to the fact that both groups received special attention and
sympathetic supervision for perhaps the first time. The incentive pay plans did not work
because wage incentives were less important to the individual workers than was social
acceptance in determining output. In short, individual and social processes played
major roles in shaping worker attitudes and behavior.
The Human Relations Movement
The
human relations movement
, which grew
from the Hawthorne studies and was a popular approach to management for many
years, proposed that workers respond primarily to the social context of the workplace,
including social conditioning, group norms, and interpersonal dynamics. A basic
assumption of the human relations movement was that the manager’s concern for work-
ers would lead to increased satisfaction, which would in turn result in improved perfor-
mance. Two writers who helped advance the human relations movement were Abraham
Maslow (1908–1970) and Douglas McGregor (1906–1964).
In 1943, Maslow advanced a theory suggesting that people are motivated by a hierar-
chy of needs, including monetary incentives and social acceptance.
33
Maslow’s hierarchy,
perhaps the best-known human relations theory, is described in detail in Chapter 10.
Meanwhile, Douglas McGregor’s Theory X and Theory Y model best represents the
essence of the human relations movement (see Table 1.1).
34
According to McGregor,
Theory X and Theory Y reflect two extreme belief sets that different managers have
about their workers.