Human Resources

Rational Economic Man presumes that people work to attain extrinsic rewards ($$$) which leads to satisfaction. ("Happy workers are well-paid workers.") These happy workers may or may not be productive depending on the connection of pay to performance.
The Social Man model presumes that acceptance leads to satisfaction which leads to good performance. ("The happy worker is a productive worker.") Monetary rewards have only an indirect relationship to satisfaction and performance.
Self-Actualizing Man presumes that high performance leads to both satisfaction and rewards. ("The productive worker is a happy worker." He is well-rewarded though the rewards are more a side-effect of performance).

The Complex Man Model is essentially a micro model of human behaviour. Though management may use somewhat of a complex man approach by implementing different philosophies for different groups (e.g., self actualizing for R&D; social for the clerical staff; and rational economic for manufacturing), it is still operating from general models of human nature. Complexity, plus legal and equity problems, do not permit managers to readily approach HRM policies and practices from a complex man perspective and account for the fact that individuals differ in their wants, needs, and concerns