\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

New Patterns of Management.

This paper examines how emotional intelligence and cognitive intelligence are associated with job performance. We develop and test a compensatory model that posits that the association between emotional intelligence and job performance becomes more positive as cognitive intelligence decreases. We report the results of a study in which employees completed tests of emotional intelligence and cognitive intelligence, and their task performance and organizational citizenship behavior were assessed by their supervisors. Hypotheses from the model were supported for task performance and organizational citizenship behavior directed at the organization, but not for organizational citizenship behavior directed at individuals. We discuss the theoretical implications and managerial ramifications of our model and findings.

Emotional Intelligence, Cognitive Intelligence, and Job Performance:

The relationship of financial incentives to performance quality and quantity is cumulated over 39 studies containing 47 relationships. Financial incentives were not related to performance quality but had a corrected correlation of.34 with performance quantity. Setting (laboratory, field, experimental simulation) and theoretical framework moderated the relationship, but task type did not.

https://www.polyu.edu.hk/mm/jason/doc/Jenkins-Mitra-Gupta-Shaw%201998%20JAP.pdf

Are financial incentives related to performance? A meta-analytic review of empirical research.

Searching for the Inverted U-Shaped Relationship Between Time and Performance: Meta-Analyses of the Experience/Performance, Tenure/Performance, and Age/Performance Relationships

A comparison of the predictive validity of assessment center evaluations versus traditional measures in forecasting supervisory job performance: Interpretive implications of criterion distortion for the assessment paradigm.

https://lib.dr.iastate.edu/cgi/viewcontent.cgi?article=7425&context=rtd

Transsituational variability in human performance within assessment centers

The article focuses on a study which examined the effects of reward contingency and participative decision making on intrinsically and extrinsically motivating tasks. E. L. Deci has examined change...

Janet J. Turnage

Papers

A comparison of the predictive validity of assessment center evaluations versus traditional measures in forecasting supervisory job performance: Interpretive implications of criterion distortion for the assessment paradigm.

Transsituational variability in human performance within assessment centers

The Effects of Reward Contingency and Participative Decision Making on Intrinsically and Extrinsically Motivating Tasks