Theory X and Theory Y definition Show
Theory X and Theory Y, developed by MIT management professor Douglas Murray McGregor, are theories of human motivation that provide a framework for how managers use behaviours and tools in the workplace to encourage productivity. Both theories are concerned with how best to motivate employees through providing the most relevant provisions, but they differ in what they believe are the most basic and powerful of human needs in the workplace. Theory X suggests that human beings are inherently lazy, dislike the concept of work and are only in the workplace because they need money. Managers who subscribe to this theory will typically see interactions with employees as transactional and feel the need to rely on strong financial incentives, coercion and authoritarian control to ensure productivity is maintained in the workplace. Theory X managers may be predisposed to seeing human failing as the cause of problems rather than systemic or structural causes. Theory Y is underlined by a belief that work comes naturally to human beings and that they can both motivate themselves and also exercise self-control – it is in essence a more positive view of human beings than Theory X. Under Theory Y, employees seek out responsibility and enjoy performing at a high level. Organisations underpinned by Theory Y are more likely to have cultures of trust, transparency and engagement as well as healthy two-way relationships between managers and subordinates. Many commentators feel the reality is a combination of Theory X and Theory X that is sensitive to normal ebbs and flows of external pressures and personal circumstances. Learning Outcomes
McGregor's Theory X and Theory YThe idea that a manager's attitude has an impact on employee motivation was originally proposed by Douglas McGregor, a management professor at the Massachusetts Institute of Technology during the 1950s and 1960s. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. He referred to these opposing motivational methods as Theory X and Theory Y management. Each assumes that the manager's role is to organize resources, including people, to best benefit the company. However, beyond this commonality, the attitudes and assumptions they embody are quite different. Theory XAccording to McGregor, Theory X management assumes the following:
Essentially, Theory X assumes that the primary source of employee motivation is monetary, with security as a strong second. Under Theory X, one can take a hard or soft approach to getting results. Theory Y The higher-level needs of esteem and self-actualization are ongoing needs that, for most people, are never completely satisfied. As such, it is these higher-level needs through which employees can best be motivated.
Under these assumptions, there is an opportunity to align personal goals with organizational goals by using the employee's own need for fulfillment as the motivator. McGregor stressed that Theory Y management does not imply a soft approach.
If properly implemented, such an environment can increase and continually fuel motivation as employees work to satisfy their higher-level personal needs through their jobs. Ouchi's Theory ZDuring the 1980s, American business and industry experienced a tsunami of demand for Japanese products and imports, particularly in the automotive industry. Why were U.S. consumers clambering for cars, televisions, stereos, and electronics from Japan? Two reasons: (1) high-quality products and (2) low prices. The Japanese had discovered something that was giving them the competitive edge. The secret to their success was not what they were producing but how they were managing their people—Japanese employees were engaged, empowered, and highly productive. Management professor William Ouchi argued that Western organizations could learn from their Japanese counterparts. Although born and educated in America, Ouchi was of Japanese descent and spent a lot of time in Japan studying the country's approach to workplace teamwork and participative management. The result was Theory Z—a development beyond Theory X and Theory Y that blended the best of Eastern and Western management practices. Ouchi's theory
first appeared in his 1981 book, Theory Z: How American Management Can Meet the Japanese Challenge. The benefits of Theory Z, Ouchi claimed, would be reduced employee turnover, increased commitment, improved morale and job satisfaction, and drastic increases in productivity.
Theory Z is not the last word on management, however, as it does have its limitations. It can be difficult for organizations and employees to make life-time employment commitments. Also, participative decision-making may not always be feasible or successful due to the nature of the work or the willingness of the workers. Slow promotions, group decision-making, and life-time employment may not be a good fit with companies operating in cultural, social, and economic environments where those work practices are not the norm. Check Your Understanding Answer the question(s) below to see how well you understand the topics covered above. This short quiz does not count toward your grade in the class, and you can retake it an unlimited number of times. Licenses and AttributionsCC licensed content, Shared previously
What are the 4 main theories of motivation?In this chapter we will discuss on four foundational theories of motivation which include: Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, McClelland's Three Needs Theory, and McGregor's Theory X, Theory Y.
What kind of motivation theory you will use to motivate employees?Maslow's Hierarchy of Needs
One of the most commonly known and influential workplace motivation theories was presented by Abraham Maslow and it is the Hierarchy of Needs. The theory suggests that humans are motivated to satisfy five basic needs which, as the title suggests, are arranged in a hierarchy.
What is the incentive theory of motivation?The incentive theory of motivation states external rewards and punishments are the primary cause of an individual's behavior, as opposed to internal factors. This theory evolved out of the classical conditioning school of behaviorism.
What is process motivational theory?Process theories of motivation try to explain why behaviors are initiated. These theories focus on the mechanism by which we choose a target, and the effort that we exert to “hit” the target. There are four major process theories: (1) operant conditioning, (2) equity, (3) goal, and (4) expectancy.
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