Dispositional theory of job satisfaction
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In the 1920s, the Hawthorne Works Western Electric factory commissioned the first of what was to become known as the Hawthorne Studies. These studies initially adhered to the traditional scientific method, but also investigated whether workers would be more productive with higher or lower lighting levels. The results showed that regardless of lighting levels, when workers were being studied, productivity increased, but when the studies ended, worker productivity would return to normal. In following experiments, Elton Mayo concluded that job performance and the so-called Hawthorne Effect was strongly correlated to social relationships and job content.[14] Following the Hawthorne Studies motivation became a focal point in the OB community. A range of theories emerged in the 1950s and 1960s and include theories from notable OB researchers such as: Frederick Herzberg, Abraham Maslow, David McClelland, Victor Vroom, and Douglas McGregor. These theories underline employee motivation, work performance, and job satisfaction.[5]
Herbert Simon's Administrative Behavior introduced a number of important OB concepts, most notably decision-making. Simon, along with Chester Barnard, argued that people make decisions differently inside an organization when compared to their decisions outside of an organization. While classical economic theories assume that people are rational decision-makers, Simon argued a contrary point. He argued that cognition is limited because of bounded rationality For example, decision-makers often employ satisficing, the process of utilizing the first marginally acceptable solution rather than the most optimal solution.[15] Simon was awarded the Nobel Prize in Economics for his work on organizational decision-making.[16] In the 1960s and 1970s, the field started to become more quantitative and resource dependent. This gave rise to contingency theory, institutional theory, and organizational ecology.[citation needed] Starting in the 1980s, cultural explanations of organizations and organizational change became areas of study, in concert with fields such as anthropology, psychology and sociology.
Herbert Simon's Administrative Behavior introduced a number of important OB concepts, most notably decision-making. Simon, along with Chester Barnard, argued that people make decisions differently inside an organization when compared to their decisions outside of an organization. While classical economic theories assume that people are rational decision-makers, Simon argued a contrary point. He argued that cognition is limited because of bounded rationality For example, decision-makers often employ satisficing, the process of utilizing the first marginally acceptable solution rather than the most optimal solution.[15] Simon was awarded the Nobel Prize in Economics for his work on organizational decision-making.[16] In the 1960s and 1970s, the field started to become more quantitative and resource dependent. This gave rise to contingency theory, institutional theory, and organizational ecology.[citation needed] Starting in the 1980s, cultural explanations of organizations and organizational change became areas of study, in concert with fields such as anthropology, psychology and sociology.
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