Final answer:
Managers should not expect contingent workers and core employees to be equally committed, as the level of commitment may differ based on employment type and managerial theories. Theory X and Theory Y offer different insights into employee motivation, influencing the expected commitment.
Step-by-step explanation:
It is false that managers should expect contingent workers and core employees to be equally committed to the organization's goals. Contingent workers, such as freelancers, consultants, or those on temporary contracts, often do not have the same level of job security, benefits, or emotional investment in the organization as full-time core employees. The expectation of commitment can vary greatly due to the nature of employment and the degree of involved benefits and long-term engagement with the organization. Additionally, the modern workplace is recognizing the value of a more equitable partnership between managers and employees, with a focus on mutual support, but this may not yet be a universal practice.
Traditional management theories, including Theory X and Theory Y, influence perceptions of worker commitment. Theory X posits that workers are inherently lazy and require control, while Theory Y suggests that workers are naturally diligent and seek to contribute meaningfully to the organization. These theories inform leadership styles, with transactional leadership endorsing rewards and punishments, and transformational leadership aiming to inspire and effect positive change.