For more than fifty years management has been subjected to the ministrations of a growing corps of industrial psychologists, sociologists, and anthropologists. They have come in the guise of moonlighting academics supplementing meager faculty salaries through discreet consulting; well-tailored consultants with impressive credentials and even more impressive fee schedules; and tweedy, pipesmoking in-house experts in human relations and organizational development. Others have made their presence known through articles in management journals, for example, Our research at Major Midwestern University clearly shows that employees want more from their jobs than a paycheck. They want . . . . Others have made speeches at meetings and conventions: And so, in conclusion, I say to you, your employees want more from their job than a paycheck. They want . . . . These experts have also appeared in the ubiquitous training film: Let me see if I really understand you, Arnold. You're saying employees want more from their job than a paycheck. They want . . . . The experts have arrived with a variety of ideas, which stamp their vintage as clearly as grills and body lines stamp the vintage of cars. The early Taylorites with their emphasis on simple incentive pay systems were displaced by the efficiency experts with their emphasis on complex systems. They were followed by those favoring human relations, who had programs for using the primary work group to motivate employees. Their ideas, in various forms, reigned supreme for a quarter of a century, interrupted only by the short-lived uprising of those who viewed with alarm the rise of the organization man and the postWorld War II emphasis on materialism. They have been pushed aside in only the last five to ten years by those who carry the twin banners of self-actualization and organizational development. Given the amount of managerial time, effort, and money invested in learning about and implementing these approaches to employee motivation, it is appropriate to look back and see exactly what has been accomplished. Reliable statistics are unavailable, but if we are to believe managers of today, employees are working more unhappily and less diligently than at any time in the past. Every expert can trot out one or two firms to which 59
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