Human Resources theory

Introduction

Douglas McGregor devised Theory X and Y in his 1960 book 'The Human Side of Enterprise'. His contribution to the field of management and motivation encapsulated an elemental distinction between styles of management. McGregor’s Theory X and Theory Y remain an applicable fundamental principle that forms the basis of positive management style and techniques. 

The theory acts as a useful and simple reminder of the basic rules for managing people, which are all too easily forgotten.  McGregor suggests two basic approaches to managing people. While many managers are inclined towards theory x, they often get poor results. Successful managers apply theory y, which generate good results and better performance by allowing people to grow and develop. 

Theory X

Theory X emphasizes on productivity.  It reflects an underlying belief that managers should thwart an intrinsic human tendency to avoid work. The concept gives room for restriction of output on rewards for performance practices.  Theory X is based on the assumptions that people have inherent loathe for work and will avoid when they can. Due to their dislike for work, they should be controlled and threatened in order to work hard enough. People desire security above everything, dislike responsibility, tend to be directed and are unambiguous. The assumptions give rise to tight controls and authoritarian management in the place of punishments and "soft" management which aims at accord at work. Theory X and Y form the basis of organizational principles today. Theory X believes in the inherent limitations of all human resources. Managers who adopt this approach are authoritarian and often use the threat of punishment. Theory X manager impedes employee morale and productivity.

Theory Y

Theory Y involves a participative style of management which assumes that people will exercise self-control and self-direction and in the attainment of organizational objectives as they are committed to the objective. It involves the assumption that management's core task is to maximize that commitment. The assumptions underlying this theory is that punishment and Control and are not the only means to make people work. An employee only needs to be committed to the aims of the organization. When a job is satisfying, they will be commitment to the organization. Under proper conditions, the average man learns to Imaginative, ingenuity and creative, all that can be used to solve work problems by a large number of employees. Under modern industrial life, the intellectual practices of the average man are only moderately utilized. While Maslow's hierarchy of needs provides the complete and valid theory of human motivation, it does not offer strategies to influence the thinking of human resources theorists. Maslow suggested five basic needs as motivating factors when viewing an employee's work values. Maslow believed that employees are motivated when the most important of the needs are met.   In particular basis, there are three key conclusions: first, management strategies fail to allow the workforce to satisfy their higher-level needs. The second one is that human nature is the source of management failure to adopt more effective strategies. Additionally, management reforms cannot be effective unless these assumptions are replaced with more appropriate one.

McGregor’s contributions to organizations theory

Theory X and Theory Y stand out as the major Mcgregor's contributions to organizations theory. Douglas McGregor's theory remains a cutting-edge management model. Douglas McGregor is a man whose revolutionary focuses into the nature of management and leadership relationship between employees and managers. It paves the way for best practices implemented by successful organizations. Drawing on emerging psychological principles, Douglas McGregor's Theory Y offers a different model. The key Theory Y principles include Work is as natural as play or rest, engaged and fulfilled employees enjoy their work; Self-fulfillment is the real reward workers seek and under the right conditions workers keenly seek responsibility, make creative decisions and take the initiative. While other theorist debated other management styles, McGregor developed his theory.

Argyris’ contribution to organization theory

Elton Mayo emphasized the importance of employees’ state of mind and its effect on performance. However, he did not develop a precise theory of motivation. He only offered ideas on how to adjust employees to their work environment. Argyris contributed to organizational theory by developing an explicit theory of motivation.  

Human resources theory in perspective

Human relations theory is characterized by a move in focus from TASK to employees. It recognizes the importance of physical contributions to include cognitive, creative and emotional aspects of the worker. There is a strong relationship between motivation and organizational commitment. While remuneration significantly determines the level of commitment among employees, non-remuneration significantly contributes to motivation. Managers desire non monitory gains, in short, non-monetary offers. Employees tend to be a commitment towards the organization that offers emotional benefits.  Other theories emphasized the importance of production. Personal motivation or commitment to improve morale and job satisfaction was left out.  This theory recognizes the importance of workforce as organization’s most valuable asset. Chris Argyris articulated the need for a healthy organization that requires employees who are competent and committed to organization objectives. He notes that this is only possible with necessary changes in structure, style of management and management control systems. McGregor shares in this theory.

Chapter 14: Quality Management Theory

Questions

What is quality and quality management?

What contribution did Deming and Juran make?  

What is the significance of TQM in public sector?

Quality management

Quality can be defined as the total ability of a product or service to meet customer requirements. According to Joseph M. Juran, a pioneer of Japan’s quality revolution, quality is “fitness for use.” Therefore, the quality of a product or service can be measured by the ability to satisfy a customer’s real needs. He suggested that focusing on customers’ real needs was one way of improving quality. Quality management is Customer-focused, and the quality is defined by customers. The customer thus determines whether the efforts made by the organization to foster quality were worthwhile. Quality and quality management, therefore, involves the integration of all functions of a business to realize the high quality of products through constant improvement efforts

Total quality management is a systematic and participative approach to planning and implementing continuous organizational improvement process. TQM is based on four principles: management commitment, continuous improvement, fact-based decision-making, employee empowerment and customer focus. Deming and Juran endorsed the principals of quality management that incorporate fundamentals of customer focus, continuous improvement, and full employee participation. ,Juran explained explicitly explained how to put quality management into practice. On the other hand, Deming emphasized the significance of humanistic values. Juran put emphasis on of organizational structure. Deming supposed senior managers must understand the values of quality management before implementing it in their organizations. ,Juran proposed that managers must have a clear run and understand how to implement quality management and the benefits to be derived from its implementation. The two individuals reflected considerable differences in values and ideas.

Quality management as a management function

According to Joseph M. Juran, a pioneer of Japan’s quality revolution, quality is “fitness for use.” Therefore, the quality of a product or service can be measured by the ability to satisfy a customer’s real needs. He suggested that focusing on customers’ real needs was one way of improving quality.  It is one of the most important ways of adding value to products and services in the competitive market today. Total quality management, on the other hand, can be described as a management system for a customer-focused organization. Quality management is Customer-focused, and the quality is defined by customers. The customer thus determines whether the efforts made by the organization to foster quality were worthwhile. Quality and quality management, therefore, involves the integration of all functions of a business to realize the high quality of products through constant improvement efforts.

An organization can only be successful when its products have enough buyers in the market. Although there are several other parameters, that play an important role in deciding the success of an organization, the focus on end-users is the most important. Many attempts on quality improvements have been unsuccessful when Customers requirements are not fully taken into consideration. Therefore, in brief, quality management can be defined as directing the total organizational process on meeting the customer's needs. Quality is improved in at every stage, and everybody in the organization is responsible for the quality of the product. Management's role is to coach, delegate, facilitate and mentor. The key quality management principles are teamwork, quality and proactive management philosophies for process improvement. Thus, the quality-management viewpoint deserves to taken into consideration as its impact on contemporary management perspectives

TQM and organizational theory

Quality is a significant parameter for every business and should not be ignored at any cost.  Japanese success can be attributed to W. Edwards Deming's holistic blend of management and statistics was the reason for success.  Deming was behind the statistical methods required to improve processes. Deming also stressed the importance of employees in quality improvement. He advocated cross-department collaboration and teamwork as well as employee training. Different companies adopted Deming quality methods. Quality is based on the idea of meeting or exceeding customer requirements. Attaining high quality is a continuous process.  As a result, quality management stresses constantly working toward improved quality. It engages every facet of the organization including people, processes, and environment. The whole workforce from the upper management to the lower level employees must be involved in quality improvement efforts.  Organizations need to emphasize on quality as compared to the quantity to survive in the competitive market. In today’s setting, there is no shortage of competitors in the market.

TQM in public sector

Total quality management has become a significant organizational trend in the perspective of change management in the public sector. TQM in government is focused on identifying problems, satisfying public expectations, promoting participative decision making and building commitment.  TQM in the public sector is important in the improvement of operations and reconfiguration of organizational systems by streamlining activities in order to increase effectiveness and efficiency of performance. Using the management approach, most public sector organizations have sought to improve operations by streamlined activities in order to increase effectiveness and efficiency of performance as well as to reconfigure organizational systems in such a way to improve public services. Prior, Total Quality Management principles were widely adopted in the private sector.

Sherry Roberts is the author of this paper. A senior editor at MeldaResearch.Com in legitimate paper writing services if you need a similar paper you can place your order from best custom research papers.