Workplace and Need for Workplace Economics

 Workplace

Workplace in this context does not mean the traditional definition of factory or office. Workplace today is real as well as virtual. It is real as far as factory or office is concerned. But where one is outside these two on a company’s job, it is still a work place.

                         Need for Workplace Economics    

The first question that invades one’s mind before dwelving deep into subject is,”Is there so much need and concern for employee welfare?”. There are good number of arguments for an affirmative answer to this question.(Champoux, 2003).

Science and technology, no doubt, brought in economic progress and improvement in standard of living. But these improvements did not satisfy the employees .They still complained of monotony of job, lack of job satisfaction and indifferent, apathetic and egoistic attitude of supervisors. Even the best of the organizations, known for their human resources management skills became centers of attrition (Champoux, 2003). The phenomenon confounded the management experts and researches to find an ideal way of running an organization. Developments in the field of psychology redefining human needs, World War I and the resultant economic depression raised serious questions on some of the basic presumptions of Scientific System of Management. (Taylor, 1911)

The Hawthorne studies, the first of their kind to peep into the strategies of manpower management, revealed that the response of the workers to classical approach in motivation by economic rewards is not very encouraging. The requirements and aspirations of workers are found to be different. The workers wanted to be accepted by their group. (Brannigan & Zwerman,2001). The Hawthorne studies indicated to the Managers that they should understand the organization not merely as producers of goods and services but representatives of social systems. (Brannigan & Zwerman,2001).The Hawthorne studies, by their revolutionary revelations laid foundations for further research in manpower management triggering a Human relations movement.

Conventional Managers always believed that economic incentives could motivate the worker to put forth his best. The Conventional Manager could not be found fault with for this attitude because those were the times when only physical work was the only target to be extracted. But as time progressed, business became more complex and workers could no more be expected to be contributors of mere physical work. New ideas and philosophies like motivation, team work, creativity and soft skills made their entry into workplace dictionary. Mere economic incentives are not sufficient to motivate the workers to respond to new requirements. Something more of environmental, social, psychological and identity requirements are found needed to respond to the demands of the situation.

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