Theories of Human Resource Management: What Works?

Theories in human resource management vary greatly from Frederick Taylor's Scientific Management Theory to the Administrative Management Theory backed by research by Henri Fayol, Luther Gulick and Max Weber to the Behavior Science Approach supported by Chester Barnard, E. Wight Blake and Abraham Maslow.  While all three theories, along with numerous other human resource management theories, have strong points, the most pragmatic theory with regards to employee management is the Behavior Science Approach.  In short, the Behavioral Science approach works!

The Behavioral Science approach considers the rational, economic model as well as the human relations social model to managing employees.  Chester Barnard (who served as the President of New Jersey Bell Telephone Company for years) suggests that human resource leaders must meet two conditions to be successful (and by extension produce effective employees):  1.  the manager must emphasize the importance of effectiveness and 2.  the manager must be aware of efficiency.  Barnard describes this as his "cooperative system."  Although the human resource manager must maintain organizational effectiveness, it is incumbent upon them to also be mindful of organizational efficiency.  In order to accomplish this they must excel in both human relations and technical business skills.

E. Wight Blakke of the Yale University Labor and Management Center contributes his "fusion process" to the Behavioral Science Theory of human resource management.  This process suggests that while employees are using the organization to promote self interest and advancement, the organization is using the employee to further its own goals.  Blakke argues that successful managers are able to "fuse" the two self serving interests to produce an effective employee and organization.

Perhaps the most important contribution to the Behavioral Science Theory is Abraham Maslow's "Need Hierarchy."  This hierarchy is best portrayed by the following graphic:

As you can see above Maslow clearly demonstrates that everyone has a "Hierarchy of Needs" that range from basic needs (physiological) such as breathing, food and water to personal growth and desire needs (self actualization) such as realization of personal potential and goals.  The effective human resource manager will figure out the appropriate needs of each level of the hierarchy can benefit the organization by enhancing the employees chances of achieving these needs. 

A successful theory of human resource management revolves around the managers ability to adapt to employees styles and needs without compromising the goals and objectives of the organization.  In short, an effective human resource manger will ask him or herself "How can I adapt to my employees so that they can work within the confines of comfort?  If I can achieve this I can expect a healthy work culture and an even more productive group of workers from staff managers down to front line employees."

Lunenberg, F.C., & Ornstien, A.C.(2008). Educational Administration: Concepts and Practices, Belmont, CA: Wadsworth Cengage Learning.

Smashing Magazine.com. Maslow's Hierachy-of-Needs. Retrieved November 28, 2011 from http://www.google.com/imgres?imgurl=http://media.smashingmagazine.com/wp-content/uploads/2010/04/maslows-hierarchy-of-needs.png&imgrefurl=http://www.smashingmagazine.com/2010/04/26/designing-for-a-hierarchy-of-needs/&h=375&w=500&sz=14&tbnid=vqSgO9kwgWVHyM:&tbnh=90&tbnw=120&zoom=1&docid=FvPFsas-QcE4vM&hl=en&sa=X&ei=T-3TTsjPIKXu0gGk9oU6&sqi=2&ved=0CDkQ9QEwBA&dur=172