| Big hat, no cattle: managing human resources. | |
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MedLine Citation:
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PMID: 10252235 Owner: NLM Status: MEDLINE |
Abstract/OtherAbstract:
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When faced with business problems, managers naturally make identifying the trouble their priority. Once that is done, at least half the job is over; finding solutions is just a matter of time. This hasn't been so, however, with the human resources problem: how to motivate employees. Sixty years ago, the Hawthorne experiments revealed the issue, and ever since, managers, researchers, and consultants have been searching for the answer to the human resources problem. Why aren't employees as productive, loyal, and dedicated to their companies as their managers know they can be? The author of this article proposes four reasons why actuality has fallen so far below expectation in personnel management, namely, that managers' expectations have been too high in the first place, that the concepts staff professionals offer managers are frequently contradictory, that the corporate role of personnel has always been problematic, and finally, that managers hold assumptions concerning their employees that undermine efforts to motivate them. |
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Authors:
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W Skinner |
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Publication Detail:
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Type: Journal Article |
Journal Detail:
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Title: Harvard business review Volume: 59 ISSN: 0017-8012 ISO Abbreviation: Harv Bus Rev Publication Date: 1981 Sep-Oct |
Date Detail:
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Created Date: 1981-10-29 Completed Date: 1981-10-29 Revised Date: 2004-11-17 |
Medline Journal Info:
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Nlm Unique ID: 9875796 Medline TA: Harv Bus Rev Country: UNITED STATES |
Other Details:
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Languages: eng Pagination: 106-14 Citation Subset: H |
Export Citation:
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| MeSH Terms | |
Descriptor/Qualifier:
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Humans Interpersonal Relations Motivation* Personnel Management / standards* |
From MEDLINE®/PubMed®, a database of the U.S. National Library of Medicine
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