Following the assumptions that pioneering management scholar Douglas McGregor labeled many years ago as Theory X, most managers thought, and many still think, that their employees were basically lazy, that they were interested only in money, and that if you could make them happy, they would be high performers. When such Theory X assumptions were accepted, the human problems facing management were relatively clear-cut and easy to solve. All management had to do was devise monetary incentive plans, ensure security, and provide good working conditions; morale would then be high, and maximum productivity would result. It was as simple as one, two, three. Human relations experts, industrial/organizational psychologists, and industrial engineers supported this approach, and human resource managers implemented it.