ABSTRACT
The four action areas for enhancing employee performance and well-being – transformational leadership, organizational justice, organizational support, and workplace spirituality – described in this book evolved mostly after around the year 1980. Before that, historically, various approaches were proposed for enhancing employee performance and/or well-being. In this chapter, these pre-1980 approaches are referred to as traditional approaches. The traditional approaches described in this chapter evolved after about the year 1890 and before about the year 1980 around which many of the topics included in the book’s model evolved. A select few of these traditional approaches are briefly described in this chapter to provide a backdrop against which the recent topics included in the book’s model can be more meaningfully understood. The traditional approaches described in this chapter are the scientific management approach, the human relations approach, job enrichment, the job characteristics model, employee participation, and self-managed work teams. This chapter does not provide comprehensive descriptions of traditional approaches because the chapter’s purpose is to outline only the backdrop against which the more recent inputs – transformational leadership, organizational justice, organizational support, and workplace spirituality – can be understood. The chapter ends by outlining some of the limitations of the traditional approaches.
