ABSTRACT
Management’s efforts to find the determinants of motivation and performance in industry, whether these efforts are from line managements or from management scholars, have been primarily in terms of incentives or inducements. They seem to be very little in doubt that these are needed, but it is when they come to have a start to decide what form they should take that the difficulties really commence. Academic psychologists see the subject very differently, in terms of drives and needs and so on; these will not be dealt with in detail since they are covered more fully elsewhere in the series. After the war things changed. A new generation of better educated and more sophisticated work-people became available, who because of social security, were prepared to argue the toss and damn the consequences. Moreover, they became more organized both into small work groups and into larger unions, so management was no longer dealing with individuals.
