HRMPS 15HRMPS 15ORGANIZATIONALMANAGEMENT

IntroductionIntroduction

The Industrial RevolutionThe Industrial Revolution

The Industrial RevolutionThe Industrial RevolutionMachines supplanted human labor in

factories which led to the organization of the modern factory system.

Industrialization led migrationProblems rise in psychological and

social relationshipAs industries expanded, workers with

varied social, educational, economic and political backgrounds converged.

Long hours of work, low wages, poor working conditions

Certain abuses perpetrated by factory owners on the workers.

Theories Contributed to Theories Contributed to ManagementManagement

ThinkingThinking

Frederick W. TaylorFrederick W. TaylorMaster of Scientific Master of Scientific

ManagementManagement

Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.

Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.

Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" .

Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks

Elton MayoElton MayoFounder of Human Relations Founder of Human Relations

MovementMovement

Elton MayoElton MayoFounder of Human Relations Founder of Human Relations

MovementMovementIndividual workers cannot be treated

in isolation, but must be seen as members of a group.

Monetary incentives and good working conditions are less important to the individual than the need to belong to a group.

Informal or unofficial groups formed at work have a strong influence on the behavior of those workers in a group.

DOUGHLAS MCGREGORDOUGHLAS MCGREGORX AND Y THEORYX AND Y THEORY

DOUGHLAS MCGREGORDOUGHLAS MCGREGORX AND Y THEORYX AND Y THEORY

X THEORY - In this theory, which has been proven counter effective in most modern practice, management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of controls developed.

Y THEORY -In this theory, management assumes employees may be ambitious and self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. According to them work is as natural as play

Frederick HerzbergFrederick Herzberg - Motivation-Hygiene Theory, - Motivation-Hygiene Theory,

Frederick HerzbergFrederick HerzbergTwo Factor Theory "The Dual Structure Theory" - Motivation-Two Factor Theory "The Dual Structure Theory" - Motivation-

Hygiene Theory,Hygiene Theory,

Motivators (e.g. challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth,[4] and

Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.[

Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed to motivate an employee to higher performance. Herzberg also further classified our actions and how and why we do them, for example, if you perform a work related action because you have to then that is classed as movement, but if you perform a work related action because you want to then that is classed as motivation.

Abraham MaslowAbraham Maslow Hierarchy of NeedsHierarchy of Needs

Hierarchy of NeedsHierarchy of Needs

Growth & Dev. Of HRM in the Growth & Dev. Of HRM in the PhilippinesPhilippines