Can we change other people's behaviour?

Human resource management is becoming more and more complex as society develops. Seldom is it possible nowadays for a boss to behave like the old‐fashioned Sergeant‐Major whose subordinates jump to attention whenever a command is barked out. Moreover the answers to apparently simple questions, such as “Why do I work?” and “Why do others work”, become increasingly complicated when the opportunities for meaningful work wax and wane with successive booms and recessions.