CEOs and Human Resources

Paper Summary:

One of the most important and basic areas of organizational essentials is that of the relationship and compatibility between the conceptual perspectives and ideologies of the CEO and the collective platform of human resources; this is typically the most critical factor in regard to determining the productivity inherent to any particular firm. This paper presents a comprehensive research proposal, which ultimately concludes that motivation and hygiene are the most crucial components in regard to determining the degree of influence that the CEO yields over his or her staff members.

Paper Outline
Part I: Introduction, Purpose and Organization
Introduction
Thesis
The Purpose of the Study
The Scope of the Study
Limitations of the Study
General Background Information; Contemporaneous Organizational Socio- Psychology
The Voluntary Sector
The Motivation Factor
Part II: Theory
Analysis of the Methodological Characteristics of the Study
Part II: Data and Measurement
The Relevance of Two Opposing Psychological Tendencies
The Instrumentality of the Two Theories, X and Y
Employee Satisfaction and its Quantitative Standards
The Hierarchy of Needs & its Motivational Relevance
Part III: Data and Measurement
Part IV: Methods and Measurements
Part V: Results and Normative Paradigms
Part VI: Summary, Conclusions and Paradigm Overviews and Alternatives
References

From the Paper:

"John J. Morse and Jay W. Lorsch, within their study, Beyond Theory Y, 2000, take into consideration the relevance of the psychologies of employees to the intrinsic rate of organizational productivity. They assertively decree the existence of a Theory Y, that upholds and lends to the worker's naturally inherent interest in the mode of work (s) that he or she is expected to perform. The employee prefers to be self- directed and seeks responsibility. The worker is ready to solve business problems. On the other hand, there is also the acknowledgment of a Theory X, which assumes that people naturally dislike work and subsequently, that they have to be coerced, controlled and directed toward the particularly necessary organizational goals."

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