In other cases, other bosses would like to eliminate the social distancing all together and let it be known to their employees that they are all the same. In my own opinion, I would prefer a boss that could understand me and my co- but it seems that with most companies, this is not the case. .
Robert Blauner.
In Blauner's theory of work, he assumes that we are all looking for a form of autonomy. A way to reduce conflicts and things that lead to even further dissatisfaction, such as strikes, is to give the people what they want, autonomy. According to Blauner, what the people are looking for in a workplace is a form of satisfaction. We gain satisfaction by a rewards based system. This is contrary to the belief of Roethlisberger theory on social fulfillment. .
Blauner also came up with the inverted U curve of technology and alienation. Blauner believed that alienation increased a significant amount as assembly line technology replaced the craft of organization work. The U curve explained how a person could reach self-actualization in both craft and advanced technology, but this can't be reached in a mass production setting. .
Blauner's belief was that the happiness of someone at work went hand in hand with the type of work performed. Blauner believed the reason for this was that workers in the craft had more mobility to be their own bosses and with that came very little alienation. The reason that assembly line workers seemed less happy was due to the social alienation of the factory and the vast amount of population throughout the company. The most satisfied workers seemed to be farmers. Farmers had both freedom to perform their own work and a close group of friends to correlate with, which equated to the best of both worlds. .
Harry Braverman.
Braverman created three principles. The first is called the dissociation of the labor process from the skills of the workers. In simple terms, the outcome of an employee is the direct product of management and what management has done to lead to their success.
