\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

Over the past 30 years, conservation of resources (COR) theory has become one of the most widely cited theories in organizational psychology and organizational behavior. COR theory has been adopted across the many areas of the stress spectrum, from burnout to traumatic stress. Further attesting to the theory's centrality, COR theory is largely the basis for the more work-specific leading theory of organizational stress, namely the job demands-resources model. One of the major advantages of COR theory is its ability to make a wide range of specific hypotheses that are much broader than those offered by theories that focus on a single central resource, such as control, or that speak about resources in general. In this article, we will revisit the principles and corollaries of COR theory that inform those more specific hypotheses and will review research in organizational behavior that has relied on the theory.

Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences

https://www.healio.com/psychiatry/journals/psycann/1976-12-6-12/{806b8887-c02e-40c8-a228-57f1cdb2bdba}/the-stress-of-life.pdf

The stress of life

Latent profile analysis: A review and “how to” guide of its application within vocational behavior research

Purpose – The paper sets out to understand the key issues that emerge in the context of decision making.Design/methodology/approach – The paper is a literature review.Findings – First, the authors review debates around talent management decision making. Second, they examine some of the main factors currently influencing decision making in talent management. Third, they seek to identify some future research areas that will inform future decision making in talent management.Practical implications – The paper will be of interest to practitioners in designing and developing talent management decision systems.Originality/value – The paper presents a state of the art review of talent management decision marking.

Talent management decision making

This paper investigates the effects of different types of talent management strategies on organisational performance. We introduce four different strategies and show how they affect organisational performance. For this purpose, we use a particularly detailed dataset of 138 Swiss companies. We find that talent management focusing on retaining and developing talents has a statistically significant positive impact on human resource outcomes such as job satisfaction, motivation, commitment and trust in leaders. Moreover, talent management practices with a strong focus on corporate strategy have a statistically higher significant impact on organisational outcomes such as company attractiveness, the achievement of business goals, customer satisfaction and, above all, corporate profit, more so than any other areas that talent management focuses upon.

https://www.zora.uzh.ch/id/eprint/55630/1/Zora_Effectiveness_of_Talent_Management_Strategies.pdf

Effectiveness of talent management strategies

Exploring types of career orientation: a latent class analysis approach

Generating a learning curve for pediatric caudal epidural blocks: an empirical evaluation of technical skills in novice and experienced anesthetists.

Exploring types of career orientations in Switzerland: A latent class analysis

As downsizing and restructuring have become global phenomena, the impact of job insecurity on employee attitudes has received significant attention. However, research examining the role of cultural dimensions has been largely unexplored. Drawing on the conservation of resources theory, we investigated whether the relationships between both quantitative job insecurity (i.e. the perceived threat of job loss) and qualitative job insecurity (i.e. the perceived threat of losing valued job features) and employee attitudes (job satisfaction and turnover intention) differ in culturally distinct regions. This was examined using representative employee samples from two regions of Switzerland which differ in societal practices uncertainty avoidance and performance orientation: the German-speaking (n = 966) and the French-speaking (n = 307) regions. Our research indicates that whereas the relationship between quantitative job insecurity and turnover intention is stronger in the French-speaking region where th...

Bruno Staffelbach

Papers

Effectiveness of talent management strategies

Exploring types of career orientation: a latent class analysis approach

Generating a learning curve for pediatric caudal epidural blocks: an empirical evaluation of technical skills in novice and experienced anesthetists.

Exploring types of career orientations in Switzerland: A latent class analysis

Job security as a threatened resource: Reactions to job insecurity in culturally distinct regions