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Human Resources Management ( I ). Lead-in. - PowerPoint PPT Presentation
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Lead-in Effective Human resources management is essential for the
success of organizations. For the whole 20th century, people
had been studying ways to improve management. A number of
theories were put forth at that time among which Maslow’s and
McGregor’s theories were greatly grounded in modern human
resources management.
After studying this unit, you will be able to:
◇ Understand Maslow’s and McGregor’s theories. ◇ Discuss the relationship between human needs and human resources
management.◇ Explain why McGregor’s Y Theory is still stressed by modern organizations.
Maslow’s Hierarchy of Needs 1. Abraham Maslow
2. Human Needs
3. Maslow’s Hierarchy of Needs
4. Maslow’s Points
5. Exceptions out of Maslow’s Theory
6. Maslow’s Notice
7. What do managers learn from Maslow’s theory?
8. Managers’ Goals
Abraham Maslow
Maslow’s Hierarchy of Needs
Abraham Maslow was born in 1908 and died in1970. He was a
famous American psychologist. His famous theory --- Hierarchy of
Human Needs --- has contributed much to understanding human
relations and management.
Human NeedsAccording to Maslow, human needs are of two aspects:
1. basic needs
a. physiological satisfaction, such as food, water, and sleep; and
b. psychological satisfaction such as love, safety, and self-esteem.
2. higher needs
also called meta needs or being needs (i.e. growth needs )
which consist of fairness, kindness, beauty, order, and unity.
Maslow’s Hierarchy of Needs
1. Physiological needs – wishing for food, water, housing, sleep, etc.
2. Safety – feeling free from immediate danger.
3. Love – expecting for love and being loved.
4. Self-esteem – taking pride of oneself with self-respect.
5. Self-actualization – understanding and fulfilling oneself.
Maslow’s Hierarchy of Needs
Maslow’s Points
1. A person would want and be forever struggling to meet various
needs.
2. Lower level needs are more direct and important. If they are not
satisfied, they will come to play as the source and direction of a
person’s goals.
3. A need higher in the hierarchy will likely become the purpose of
one’s behavior.
4. Knowing what level a person is located on helps him settle on a
clear motivation.
Exceptions out of Maslow’s Theory
Some artists, religious leaders, and creative people seek to
satisfy higher-level needs without first fulfilling lower-level
needs. These people work hard despite lack of enough
housing, safety, or social life.
Maslow’s Notice Almost no one stays in one particular hierarchy for a long
time. People always try to move up.
What do managers learn from Maslow’s theory?
People will be motivated to contribute to organizational goals
only when they are first able to satisfy their physiological, safety
and social needs through their work.
Managers’ Goals1. Help employees obtain the skills and knowledge that will push
them up the hierarchy on the constant basis.
2. Make the employees concentrate on fulfilling the targets put forth
to them instead of keeping on struggling for their life.
Theory X and Theory Y 1. Douglas McGregor
2. Theory X and Theory Y
3. Theory X’s Principles
4. McGregor’s Remarks on Theory X
5. Theory Y’s Principles
6. McGregor’s Remarks on Theory Y
7. McGregor’s Suggestions to Perform Theory Y
Douglas McGregor
Theory X and Theory Y
In 1957, Douglas McGregor (1906-1964), a famous American psychologist, published his article "The Human Side of Enterprise" in which he introduced what came to be called the new humanism, Theory X and Theory Y.
Theory X and Theory Y
Theory X and Theory Y
Theory X and Theory Y are two sets of assumptions about human
nature and behavior that are related to the practice of management.
Theory X
Representing a negative view of human nature that assumes people
generally are naturally irresponsible for their work and require close
supervision to do jobs.
Theory Y
Indicating a positive view of human nature that assumes people are
generally hard-working, creative and responsible for exercising self-control
over their jobs.
Theory X’s PrinciplesTheory X and Theory Y
1. Management is responsible for organizing the elements of
enterprise including production, capital, materials, facilities and
employees.
2. In terms of employees, management is a process of directing their
efforts, motivating them, controlling their actions, and modifying
their behavior to fit the needs of the organization.
3. Without effective management, employees would be passive –
even resistant – to organizational needs. Hence, they must be
advised, rewarded, punished, and controlled. Their activities must
be directed.
McGregor’s Remarks on Theory X
Theory X and Theory Y
It is of "hard" management whose methods involve close supervision,
rigid control and compulsion. It would lead to restriction of output, mutual
distrust and even sabotage.
Theory Y’s PrinciplesTheory X and Theory Y
1. Employees are not by nature passive or resistant to organizational
needs. They have become so as a result of experience in
organizations.
2. Employees, by nature, have the motivation, potential for development
and capacity for assuming responsibility and readiness to direct
behavior toward organizational goals. It is the responsibility of
management to make it possible for employees to recognize and
develop these human characteristics for themselves.
3. The essential task of management is to arrange organizational
conditions and methods of operation so that employees can achieve
their own goals by directing their efforts toward organizational
objectives.
McGregor’s Remarks on Theory YTheory X and Theory Y
It is of "soft" management whose methods as tolerance and need
satisfaction. It can lead to more effective management of employees in
the organization.
McGregor’s Suggestions to Perform Theory Y
1. Management should have employees’ higher level needs met in the
workplace.
2. Close supervision and the threat of punishment are not the proper
means for encouraging employees to exercise productive efforts.
3. Some opportunities should be provided such as allowing employees
to make decisions, redesigning jobs to make them more
challenging or emphasizing on good working relations.
Theory X and Theory Y
Practice of Theory X and Theory Y
1. Significance of Theory X and Theory Y
2. Arguments: Which is More Effective, Theory X or Theory Y?
4. Criticism of Theory Y
5. Theory X and Theory Y in the 21st Century
3. Effects on Management
Significance of Theory X and Theory Y
Practice of Theory X and Theory Y
In the late 20th century, Theory X & Theory Y was considered as
the basis for management style and employees’ motivation. When it
comes to the 21st century, Theory X & Theory Y is still studied as to
develop greater understanding of modern management ideology such
as job enrichment, job-characteristics model and self-managed work
teams.
Arguments: Which is More Effective, Theory X or Theory Y?
Arguments:
1. Organizations putting Theory Y into practice tend to go back to
Theory X in hard economic times.
2. Theory Y is not always more effective than Theory X.
3. Unforeseen events of each managerial situation determine whether
Theory X or Theory Y was proper.
Effects on Management Theory X:
1. Managers’ leadership styles are autocratic and the communication
flow is downward from managers to the employees. This may cause
resistance from employees.
2. The upper setting of objectives gets little or no participation from
employees.
3. It results in outside, control, with the manager acting as a
performance judge who focuses generally on the past.
Effects on Management
Theory Y:
1. It may lead to cooperative objectives designed with input from both
employees and managers, resulting in a stronger responsibility by
employees for accomplishing the shared objectives.
2. It encourages leadership styles to be more participative and allows
employees to seek responsibility for achievement of goals. Theory
Y’s leadership is likely to improve communication flow, especially in
the upward direction.
3. It leads to control processes based on employees’ self-control. The
manager is more likely to act as an instructor rather than a judge
who focuses on how performance can be improved in the future
rather than on who is responsible for past performance.
Criticism of Theory Y
1. Rather than concern for employees, Theory Y style managers are
simply engaged in an attractive form of management.
2. Sometimes, managers better match work tasks to basic human
motivation through participative management, job enlargement and
other programs based on Theory Y.
3. Actually, managers still focused on measures of productivity rather
than employees’ interests.
4. It is a patronizing plan for bringing increased productivity from
employees. Unless employees shared in the economic benefits of
their increased productivity, they are just fooled into working harder
for the same pay.
Theory X and Theory Y in the 21st Century
1. McGregor’s works on Theory X and Theory Y have had a great
impact on management ideology and practice. They have been
included in most basic management books. These books are still
facing people of management today.
2. As for the practice of management, the workplace of the 21st
century, which emphasizes on self-managed work teams and other
forms of worker involvement programs, generally goes with the
principles of Theory Y.
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