1 2 3 4 5 6 7 8 6 10 10 11 12 12 13 13 The human resource approaches to management include the Hawthorne studies, Maslow's theory of human needs, and McGregor's Theory X and Theory Y. The Hawthorne Studies shifted the attention of managers and scholars away from the technical and structural concerns emphasized by the classical management approach and toward the study of social and human concerns as keys to productivity. A key lesson from the Hawthorne studies is that people's feelings, attitudes, and relationships with co-workers influence their performance. The Hawthorne effect states that people who are singled out for special attention tend to perform in the way they believe they are expected to perform. A need is a physiological or psychological deficiency that a person feels a compulsion to satisfy. Maslow's theory of human needs applies a deficit principle and a progression principle to five need levels that are arranged in a hierarchy. Physiological needs refer to the needs for basic biological maintenance such as food, water, and physical well-being. Safety needs refer to the needs for security, protection, and stability in the events of daily life. Social needs concern the needs for respect, prestige, recognition, and self-esteem; and a personal sense of competency and mastery. Esteem needs involve the needs for love, affection, and belongingness in one's relationships with other people. According to the progression principle of Maslow's theory of human needs, a satisfied need is not a motivator of behaviour. According to the deficit principle of Maslow's theory of human needs, a need at any level only becomes activated when the next lower level need has been satisfied. Theory X managers assume that subordinates are: willing to work, capable of self-control, willing to accept responsibility, imaginative and creative, and capable of self-direction. T or F 14 1145 15 16 17 17 18 19 20 20 Theory Y managers assume that subordinates dislike work, lack ambition, are irresponsible, resist change, and prefer to be led rather than to lead. Theory Y managers believe that their subordinates dislike work and lack ambition. Theory X managers believe that employees like work and will accept responsibility. A self-fulfilling prophecy occurs when a person acts in ways that confirm another's person's original expectations. Theory X managers tend to be directive in their relationships with others and take a command-and-control orientation with them. Theory Y managers allow their subordinates to participate in decision-making, delegate authority to them, and provide them with greater job autonomy and job variety. Chris Argyris believes that conditions for failure are created by a mismatch between worker's personalities and management practices. According to Argyris's theory of personality and organization, managers who treat people as mature and responsible adults will achieve the highest productivity