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It works best of all for employees of ‘X’ type. The theory of «Y» is opposed to the theory of «X» and focused entirely on another group of people. The theory of «Y» is based on the following assumptions: • The motives of people are dominated by social needs and the desire to work well; • Unwillingness to work is not an inherited trait of a man. A person can take a job as a source of satisfaction or as a punishment, depending on working conditions; • Responsibilities and obligations with respect to the objectives of the organization depend on the remuneration received for the work results. The most important reward is that which is associated with satisfaction in self-expression needs; • Ordinary person tends to take responsibility; • People have a willingness to use their knowledge and experience; they do not want to be monitored. For this type of employees, promoting should be priority. The basic rate should be done to expand the responsibility in order to provide full power. The theory of «Z» says: • The motives of people combine biological and social needs; • People prefer to work in a group; • There should be individual responsibility for the results of work; • Informal control is preferable over the results of work on the basis of clear evaluation criteria; • Slow service career as well as the rotation of personnel with permanent self-education are preferable and more advantageous. This theory describes a good worker who prefers to work in a group and have a stable outlook on the long term. Basic techniques are incentive. For this type of staff is important to constantly assess and reward its follow-up. Training and development, construction and professional service career are more interesting and rewarding for this time of employees [McGregor 2006]. Therefore, there is no one unique or clear answer to respond to the given question. One can only study the wide range of cases and problem-solving for them concerning whether to punish and reward employees or not. However, every of these cases can be used as a basement for answering the question for a new case, since they share some common features and they are the clue to the successful management. Work physiology is rather to include old methods in order to provide a new ways of rewarding (and punishing) workers, and there is still the question of whether the whole enterprise should be organized or just let go as a part of a survival of times past. Bibliography George, J.M. (1995). Asymmetrical effects of rewards and punishment: The case of social loafing. Journal of Occupational and Organizational Psychology, 68. Pp. 327-338. Kohn, A. (1999). Punished by Rewards. Reasons Why Incentives Cannot Work. London, McGraw-Hill Education. McGregor, D. (2006). The Human Side of Enterprise. New-York, McGraw-Hill Education. 480 p.
George, J.M. (1995). Asymmetrical effects of rewards and punishment: The case of social loafing. Journal of Occupational and Organizational Psychology, 68. Pp. 327-338. Kohn, A. (1999). Punished by Rewards. Reasons Why Incentives Cannot Work. London, McGraw-Hill Education. McGregor, D. (2006). The Human Side of Enterprise. New-York, McGraw-Hill Education. 480 p. список литературы
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