Psychology of men at work.

Abstract

er's dissonance theory and Adams' equity theory. Some attention continues to be focused on the Maslow-McGregor model, although it is infrequently tested. The trend noted in the three previous reviews in this area [Dunnette (33); Sells (151); Porter (128)] toward increasing emphasis on such areas as organizational behavior and group influences, leadership, and com­ munications has been reversed in the content of the research of the last two years. The amount of research effort devoted to the area of training is much reduced. This is particularly notable in the area of T-group or sensi­ tivity training which, while it continues to be much in vogue in practice, is not represented in the evaluative literature. In addition, psychological in­ vestigations of manual skill training remain at a low ebb. Porter (128) noted the fact that the manpower act might change the emphasis in train­ ing back to the workers. To date, this effect has not been evident in the re­ search literature. However, the increasing emphasis on equal opportunity as well as the manpower legislation may yet stimulate further efforts in this area. Several areas that needed attention have still not received it. Research on working conditions; on job descriptions, analysis, and evaluation; and on ratings has been greatly reduced. Despit e the problems posed by automa­ tion and by enormous organizational shifts, almost no experimental or em­ pirical investigations are reported which would facilitate managerial deci­ sions in these areas. We applaud the attention to areas concerned with job attitudes, but deplore the neglect of other areas important to management and to the community.