KENYATTA UNIVERSITY

DEPARTMENT OF PUBLIC POLICY AND ADMINISTRATION

NAME: WAYNE OTIENO

REG NO: C155/5410/2017

UNIT NAME: HUMAN RESOURCE MANAGEMENT

UNIT CODE: BHM 301

QUESTION: Discuss and critique HRM theories focusing on two

motivational theories

a) Leadership theories.

b) Management theories.
LEADERSHIP THEORIES

Leadership theories are categorized by which aspect is believed to define the leader the most.

a) Trait theory

This theory believes that people are either born or made with certain qualities that will make

them excel in leadership roles; that is certain qualities such as intelligence and sense of

responsibility that puts anyone in the shoes of a good leader. It focused on analyzing mental,

physical and social characteristics in order to gain more understanding of what is the

characteristics or combination of characteristics common among leaders.

Many studies have analyzed the traits among existing leaders in the hope of uncovering those

responsible for one’s leadership abilities but in vain the only characteristics that were identified

among these individuals were those that were slightly intelligent.

Stogdill criticized trait theory for ignoring the situational aspect. This theory fails to take into

consideration the situation within which the leaders have to function. For example Wiston

Churchill was a British prime minister and a hero during the 2nd world war but was defeated in

general elections under a different situation.

Also according to Zaccaro , he stated that the theory fails to acknowledge the effects of traits on

leaders effectiveness. Murphy also criticized trait leadership theory on the basis that leadership

does not reside in the person and it usually requires the examination of the whole situation. Trait

theory is also criticized for being so general in the sense that it does not believe traits change

overtime. It believes traits do not change from situation so people are the same at all times.
 b) Great man theory

The great man theory assumed that the traits of leadership are intrinsic. This simply meant that

great leaders are born and not made. It viewed great leaders as those who are destined by birth to

become a leader. Furthermore, the belief was that a great leader would rise when confronted with

the appropriate situation.

Great man theory contends that these traits remain stable overtime and across different groups.

This theory also suggested that all great leaders share these characteristics regardless of when

and where they lived or the precise role in the history they fulfilled.

Great man theory was criticized by Herbert Spencer who argued that such great leaders are

actually the products of their societies and that their actions would be improbable without the

social conditions built before their lifetimes.

MANAGEMENT THEORY

This are the concepts surrounding recommended management strategies which may include tools

that can be implemented in modern organizations.

a) Scientific Management theory

Scientific management theory was developed by Fredrick Taylor during the 20th century when

the potential of science to improve production was becoming abundantly clear. In his approach

he used data and measurement to make organizations more effective. It focused on improving the

efficiency of each individual in the organization. Major emphasis is on increasing the production
through intensive use of technology and humans are just considerations as adjacent to machines

in the performance of routine tasks.

Scientific management theory was criticized by many scholars. According to Caldari 2007, he

criticized scientific management theory for it perceived lack of human appreciation. In the drive

to increase physical efficiency, it considers the worker as part of the production process on a

level equal to the tools she/ he uses and strips him or her all capacity to reason and act

autonomously.

Ralston 2014, also criticized scientific management theory that scientific process will eventually

identify the ‘one best way’ of carrying out a specific process to work to maximum efficiency the

argued that the implementation of ‘ one best way’ disregards individual talents and preferred

working methods, thereby alienating workers and preventing them from developing an

appreciation of the place or function in the entire industrial process which suppresses their

initiative and the potential for discovering new and innovative ways of working.

b) Bureaucratic management theory

Max Weber believed bureaucracy was the most efficient way to set up an organization,

administration and organizations. Bureaucratic management has two main elements. First, it

entails structuring an organization into a hierarchy. Secondly, the organization and its members

are governed by clearly defined rational legal decision making rules. Each element helps an

organization to achieve its goals.

Weber’s bureaucratic theory differed from traditional managerial organization in the sense it is

impersonal and the performance of an individual is judged through rule-based activity and the

promotions are decided on the basis of one’s merits and performance.

Parsons and Gouldner, criticized this Weber’s idea which stated that authority rests both in the

legal incumbency of office and on technical competence. This only works if superiors have more

knowledge and skill but often this is not the case.

Udy, criticized this theory as in his research he found in examining 150 organizations an found

no correlation between the bureaucratic attributes of the organization and its rational attributes.