McGregor’s Theories X and Y
McGregor’s Theories X and Y
Douglas
McGregor (1960) based his research on various interpretations of people and how
they should be motivated
According
to the theory, the function of motivating people involves certain assumptions
about human nature
McGregor
(1960) famously proposed two types of managers: Theory X and Theory Y
a
person refusing to work (“X”) and a person cheering the opportunity to work
(“Y”)
The first part of
McGregor’s theory is Theory X. Managers have many assumptions about their
employees in Theory X:
- Workers
dislike their jobs and they are inherently lazy.
- Workers
have little motivation and prefer direction from their superiors.
- Workers
need consistent rewards and punishments to ensure their task is completed.
- Workers
do not have a desire to grow or achieve personal or professional goals.
Many
of these assumptions are founded on basic physical requirements
The next part of McGregor’s theory is Theory Y. Managers also have assumptions about their employees in Theory Y:
- Workers
are willing to accept challenges and are proud of the work that they do.
- Workers
do not need to be micromanaged; they are self-directed.
- Workers
are eager to participate in decision-making.
- Workers
are happy to contribute and feel internally satisfied.
These
assumptions result in a better managerial approach and higher workplace
satisfaction
References
Aykut, A. & Staub, . S., 2012. 2nd International
Conference on Leadership, Technology and Innovation Management. Theory X
and Theory Y Type Leadership Behavior and its Impact on Organizational
Performance: Small Business Owners in the Şishane Lighting and Chandelier
District, 78(2012), pp. 103-111.
Hattangadi, D. V.,
2015. International Journal of Recent Research Aspects. Theory X & Theory
Y, 2(4), pp. 20-21.
Kurt, D., 2021.
Theory X And Theory Y, Douglas McGregor. Theory X And Theory Y, Douglas
McGregor, Issue 2022, pp. 1-2.
Mansaray, H. E.,
2019. Budapest International Research and Critics Institute (BIRCI-Journal)
Humanities and Social Sciences. The Role of Human Resource Management in
Employee Motivation and Performance-An Overview, 2(3) (2019), pp. 183-194.
Varma, C., 2017.
International Journal of Social Science & Interdisciplinary Research. IMPORTANCE
OF EMPLOYEE MOTIVATION & JOB SATISFACTION FOR ORGANIZATIONAL PERFORMANCE,
6(2) (2017), pp. 10-20.
Dear Farhan according to (Hattangadi, 2015)further explained that In small business environments, where the business is relatively small and has a limited number of employees, owners often implement the X-theory form of leadership. Y-theory is a participatory management style that assumes that people exercise self-direction and self-control to achieve organizational goals and objectives. Theory Y Leaders are participatory leaders, also known as democratic leaders. This is considered the most effective leadership style in today's business world (Hattangadi, 2015).
ReplyDeleteAgree with you Upul & Internal recruitment saves money while increasing employee satisfaction and morale. Spend some time on recruiting or encourage current employees before looking for talent outside the company (Abdullah & Rahman, 2015) (hamza, et al., 2021)
DeleteVery Informative. However Tobgay and Wangdi, (2022) mentions on some pitfalls of and Y theories as well. Such as,
ReplyDeleteIt has a tendency to generalize and simplify people as being one way or the other. People cannot be forced to choose between two extremes. No businessman belongs to either Theory X or Theory Y.
McGregor's thesis constricts managerial styles and ideologies to two extremes of behavior that are devoid of reality.
McGregor contends that the key to motivation is the work itself. However, not everyone sees incentive in their employment. People must be motivated to work through management.
People who adhere to Theory Y are nevertheless need to behave in a very authoritative and dominating manner.
And also, People's needs are prioritized in non-monetary rewards (Armstrong, 2014) have varying degrees of recognition, accomplishment, personal development and acceptable working conditions (Armstrong, 2014)
Delete