Term
| Assumptions of the Human Resource Frame |
|
Definition
-organizations exist to serve both customer and human needs
-people and organizations need each other
-when the fit between the individual and the system is poor, 1 or both suffer
-when the fit is good, both benefit |
|
|
Term
|
Definition
Traditional view of direction and control
1.the average human inherently dislikes work and will avoid it whenever possible
2. because people don't like work they must be controlled, directed, and threatened to get them to put forth adaquate effort to achieving organizational objectives
3. the average human prefers to be directed, wishes to avoid responsibility, has little ambition, and just wants security overall |
|
|
Term
|
Definition
Integration of Individual and Organizational Goals
1. expenditure of physical and mental effort at work is as natural as play and rest
2. threat of punishment is not effective. People will excersize self-control and self-direction when commited to organizational objectives
3. commitment to objectives is a function of rewards they recieve from achievement
4. the average human learns to not only accept but to seek responsibility
5. the capacity to excersize a high degree of imagination, ingenuity, and creativity is widely distributed in the population
6. under the conditions of modern industrial life only part of the average humans potential is utilized |
|
|
Term
| Motivation Expectancy Theory |
|
Definition
wants that satisfy individual needs and use behavior based on individual needs to obtain wants
Motivational strength depends on...
-confidence: estimated probablity that behavior will obtain what is wanted (percieved internal and external barriers to success)
-instrumentality: estimate of the probablity that what is wanted will satisfy a need (percieved value of the reward)
-valence: value of need satisfied in comparison to other needs (hierarchy of personal needs) |
|
|
Term
|
Definition
human needs are arrayed in a hierarchy
-low level needs are pre-potent
-high level needs become more important as low level needs are satisfied |
|
|
Term
| Maslow's Hierarchy of needs (high to low) |
|
Definition
self-actualization
esteem
social
safety
physiological |
|
|
Term
| Argyris: Personality and Organizations |
|
Definition
-Traditional management principles produce conflict between people and organizations
--task specialization produces narrow, boring jobs that require few skills
--direct leadership makes workers dependent and treats them like children
-Workers adapt to frustration by...
--withdrawing (absenteeism/quitting)
--becoming passive/apathetic
--resisting top down control through deception/sabotage
--climbing the hierarchy
--forming groups (labor unions)
--training their children to believe work is unrewarding |
|
|
