![]() Two hundred documented attempts are going on to improve the quality of work life (QWL), and three nationally known institutions have charters to improve productivity and QWL. Fortune writes of personnel directors as the “new corporate heroes.” Library shelves overflow with people management books, and a hundred new ones appear every year. ![]() Now, eager consultants and zealous staff experts nurture it. Since World War II, calling it “human relations,” “personnel management,” “labor relations,” and now “management of human resources,” business has spent millions to make employees productive, loyal, and motivated.įirst, academics, with minds opened by the Hawthorne experiments, led the movement to effectively manage people. The same can be said of the massive efforts to improve the management of people in U.S. They eyed the same fellow, looked him up and down, and then one said quietly to the other, “Big hat, no cattle.” ![]() As I walked by one such hat-wearer, I noticed two middle-aged, sunburned men in faded blue jeans standing nearby. In the Dallas airport the other day I saw many tall, well-dressed, and impressive-looking men wearing large, immaculate Stetson cowboy hats.
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