Robert Conklin, an expert on the subject, wrote a book entitled “How to Make People Do Things” which states: “… We need to scratch people where they were stung” indicating that pleasing people can encourage them to act as we ask. A very similar position to that of Dale Carnegie in his books and seminars on self-improvement and improvement of personality. Well, in the mid-80 Jack Falvey wrote an article in the Wall Street Journal under the title of “improve productivity, learn to say thank you” in which he argues that “people work for love and money,” and writes in that order first love and money later if the order had been different we could have said that this short and simple phrase Falvey summarized the old and the modern concept of human resource.
The old overseers, sitting on the rewards and punishments because the man was a being motivated solely by economic incentives. And placed in modern agenda of managers for several decades but seriously taken into consideration after the human resource as one of its strengths: the fair, the respect, of the man as being motivated by stimuli associated with the human condition. Jack Falvey, however had no intention of doing an analysis similar to ours. That’s why his sentence is the order of the same: people work for love and money and adds: “among us, few apparently get enough of either. There is no great secret of behavioral science in good management.”