Shvatanja o ljudskoj prirodi i radu i pristup upravljanju ljudskim potencijalima
Contemporary assumptions on human nature and work and approach to human potential managing

Summary/Abstract: A general problem of this research is to identify if there is a relationship between the assumption on human nature and work (Mc Gregor, Argyris, Schein, Steers and Porter) and a general organizational model preference, as well as a mechanism of human resource management? This research was carried out in 2005/2006. The sample consisted of 317 subjects (197 managers, 105 highly educated subordinates and 15 entrepreneurs) in 7 big enterprises in a group of small business enterprises differentiating in terms of the entrepreneur’s structure and a type of activity. A general hypothesis „that assumptions on human nature and work are statistically significant in connection to the preference approach (models), of work motivation commitment“, has been confirmed. A specific hypothesis have been also confirmed: • The assumptions on a human as a rational economic being are statistically significant in correlation with only two mechanisms of traditional models, the mechanism of method work control and the working discipline mechanism. • Statistically significant assumptions on a human as a social being are correlated with all mechanisms of engaging employees, which belong to the model of the human relations, except the mechanism introducing the adequate type of prizes for all employees independently of working results. • The assumptions on a human as a creative being are statistically significant, positively correlating with preference of two mechanisms belonging to the human resource model by investing into education and training and making conditions for the application of knowledge and skills. The young with assumptions on a human as a creative being prefer much broader repertoire of mechanisms belonging to the human resources model from the remaining category of subjects in the pattern. The connection between the assumption on human nature and preference models of engaging appears especially in the sub-pattern of managers, in the category of young subjects, as it has been expected.

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