MODERN-DAY MANAGEMENT ATTITUDES AND PRACTICES THEORIES

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Business Administration Dept., University of the People

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BUS 5511 – Human Resource Management

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Instructor: Dr Eiesha Williamson

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Written Assignment Unit 4

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28th February, 2024

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Selecting a Relevant Theory for Personal Management Style Development
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Mayo's theory, known as the Hawthorne Effect, highlights the importance of considering
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social and human factors in the workplace (Smith, 2020). He emphasized the significance of
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employee satisfaction, group dynamics, and interpersonal relationships in enhancing

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productivity. Mayo's theory suggests that employees are motivated by factors beyond
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financial incentives, such as recognition, social interaction, and a sense of belonging (Smith,
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2020).
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Maslow's Hierarchy of Needs theory proposes that individuals have five hierarchical levels
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of needs: physiological, safety, love/belonging, esteem, and self-actualization (Maslow,

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1943). According to Maslow, people strive to fulfill these needs in a sequential manner, with
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higher-order needs becoming motivating factors once lower-level needs are met. This theory
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emphasizes the importance of understanding and addressing employees' diverse needs to

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foster motivation and engagement in the workplace (Maslow, 1943).

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Herzberg's Two-Factor Theory distinguishes between hygiene factors (such as salary,

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working conditions, and company policies) and motivators (such as recognition,

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responsibility, and personal growth opportunities) (Herzberg, Mausner, & Snyderman, 1959).
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Herzberg argued that while hygiene factors prevent dissatisfaction, motivators are essential
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for promoting job satisfaction and intrinsic motivation. This theory underscores the
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significance of creating a positive work environment and offering meaningful work

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experiences to inspire employees (Herzberg, Mausner, & Snyderman, 1959).

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McGregor's Theory X and Theory Y present contrasting views of employee motivation and
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behaviour (McGregor, 1960). Theory X assumes that employees are inherently lazy, dislike
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work, and require close supervision and control. In contrast, Theory Y posits that employees
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are self-motivated, enjoy work, and can be trusted to take initiative and responsibility.
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McGregor advocated for a participative management approach that empowers employees and
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fosters collaboration and creativity (McGregor, 1960).

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Aligning Management Style with an Effective Performance Management System

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An effective Performance Management System (PMS) typically exhibits several key

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characteristics, including clear goal setting, regular feedback and communication, employee
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development, fairness and objectivity, and alignment with organizational goals (Pulakos,
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2009).
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Mayo's theory, known as the Hawthorne Effect, emphasizes the importance of social factors
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and employee satisfaction in improving productivity (Smith, 2020). In the context of a PMS,
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Mayo's theory highlights the significance of regular feedback and communication. By

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recognizing employees' social and psychological needs, managers can provide constructive
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feedback, acknowledgement, and support, fostering a positive work environment conducive to

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performance improvement (Smith, 2020). Mayo's emphasis on interpersonal relationships also

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aligns with the collaborative nature of effective performance management, where managers
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and employees engage in open dialogue and mutual goal-setting.

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In my management style, I strive to incorporate the principles of Mayo's theory by prioritizing

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regular communication and feedback sessions with my team members. I recognize the
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importance of addressing employees' social and emotional needs and providing them with
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opportunities for growth and recognition. By fostering a supportive and collaborative work
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environment, I aim to enhance employee engagement and motivation, ultimately contributing

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to improved performance outcomes.

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Essential Characteristics of Effective Coaching and Mentoring
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Mayo, Maslow, Hertzberg, and McGregor are renowned theorists whose contributions have
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shaped modern management practices. Each theorist has provided valuable insights into
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human behaviour and motivation in the workplace.

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Regarding the characteristics of an effective coach or mentor, several key traits stand out.
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Firstly, effective communication skills are essential. A coach or mentor must be able to listen
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actively, provide constructive feedback, and communicate ideas clearly (Clutterbuck &
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Megginson, 2005). Additionally, empathy and understanding are crucial qualities. A good
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coach or mentor should empathize with their mentees, understand their perspectives, and offer
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support tailored to their needs (Kram, 1983). Trustworthiness and confidentiality are also
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vital. Mentees must feel comfortable sharing their challenges and aspirations, knowing that
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their coach or mentor will maintain confidentiality and act in their best interests (Clutterbuck
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& Megginson, 2005). Furthermore, effective coaches and mentors demonstrate authenticity
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and integrity. They lead by example, adhere to ethical principles, and maintain consistency in
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their actions (Clutterbuck & Megginson, 2005). Finally, adaptability and flexibility are
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essential characteristics. A coach or mentor should be able to tailor their approach to meet the
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unique needs and preferences of each mentee, adjusting their strategies as necessary (Kram,
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1983).
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These characteristics are supported in the literature on coaching and mentoring. Research
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suggests that effective communication, empathy, and trust are fundamental for building strong
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coach-mentee relationships and facilitating learning and development (Clutterbuck &

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Megginson, 2005). Additionally, studies have highlighted the importance of authenticity and
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integrity in establishing credibility and fostering trust between coaches/mentors and their
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mentees (Clutterbuck & Megginson, 2005). Furthermore, adaptability and flexibility have
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been identified as critical for addressing the diverse needs and preferences of mentees and
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maximizing the effectiveness of coaching and mentoring interventions (Kram, 1983).

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Conclusion

The most important characteristics of an effective coach or mentor include communication

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skills, empathy, trustworthiness, authenticity, and adaptability. These traits are essential for
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building strong relationships, facilitating learning and development, and ultimately, helping
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mentees achieve their goals.

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References

Clutterbuck, D., & Megginson, D. (2005). Techniques for Coaching and Mentoring.
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Butterworth-Heinemann.
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Herzberg, F., Mausner, B., & Snyderman, B. (1959). The motivation to work. John Wiley &
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Sons.
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Kram, K. E. (1983). Phases of the mentor relationship. Academy of Management Journal,

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26(4), 608-625.
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Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.

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McGregor, D. (1960). The human side of enterprise. McGraw-Hill.

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Pulakos, E. D. (2009). Performance management: A roadmap for developing, implementing

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and evaluating performance management systems. SHRM Foundation.

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Smith, J. (2020). Understanding the Hawthorne effect. Journal of Applied Psychology, 15(2),
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87-102
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