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Darkness and Chaos
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one of several symbols promised those who worked hard, did a quality
job, and did not steal or lie. The implication that one could stay
employed as long as the company could sell its product had a powerful
effect in building employee loyalty. The psychological contract
afforded individuals the feelings of security, trust, and respect they
expected, and provided companies the well-trained and experienced
workforce they needed to compete successfully.
Loyalty and competence were the foundations of a strong bond
between employees and their employers for many years. Both organization
and individual profited from this model because of the stability
it offered, and because of the focused energy, talent, expertise,
and experience available to address day-to-day business issues and
minor marketplace fluctuations. The reality was not always so rosy,
of course, but in general, this model of stability worked, especially
during times of high demand, intense profitability, and limited competition,
when manufacturing, engineering, and basic service industries
were at their peak.
Employee surveys collected during this period showed that job
satisfaction was influenced more by the chance to interact productively
with others than by money. While money was, and is, always
important, it was rarely first on the list—in fact, money tended to be
rated somewhere in the middle, often lower than social interaction,
job security, “the chance to do meaningful work,” and “appreciation
from the boss.”
Management theories popular at this time focused on building
and enhancing individual self-esteem, listening and responding to
ideas from employees, and capitalizing on human needs, such as security,
social interaction, career advancement, and self-actualization,
a term that captured the psychological need to achieve one’s own
potential in life. During the late 1970s, teamwork replaced traditional
command-and-control hierarchies as employees were entrusted
with decisions affecting their own work, and group decisions
about needed business improvements often took precedence. As organizations
grew and developed more sophistication, they tended to