Human Resources researchpaper
Michael Esteves
Ellayna Morris
BA224
9 March 2015
The X and Y Theory
Introduction
Numerous theories have been designed relating to the psychological interaction between the management of an organization and the employees. Before considering distribution of work, an organization must decide from the outset how to deal with employees. In order to lead to improved performance for the company and possibly to improved employee relations, a strong understanding of the relationship should be practiced. Thus, Douglas McGregor, a behavior management theorist influenced by Abraham Maslow and The Hawthorne Studies, launched a debate over how employers manage, in his book: The Human Side of the Enterprise published in 1960. McGregor compared what he called Theory X and Theory Y perspectives; he challenged the management profession to reexamine its assumptions about the motivations employees bring to their jobs. The question was, “Could employees be trusted and empowered to do good work, or did they have to be closely directed, monitored, and controlled to act in the interests of the firm?” (Kopelman).
Theory X
Theory X is based on the idea that employees dislike work and fail to take responsibility. Some of these traditional assumptions about employees include:
Employees are lazy and not ambitions
Employees are motivated by physiological and security needs like money and threats.
Employees need to be controlled, closely watched over and directed.
In order to get more work out of these employees higher pay and promotions help promote harder work.
Theory X is seen as the negative view on employees; as a result, an authoritative management style is required to ensure that individuals fulfill their objectives. Self-motivation is not possible. They will work only when there is constant supervision on them. A manager has to persuade, punish or reward such workers in order to achieve organizational goals.
Theory Y Theory Y is based on a modern, progressive and professional
Ellayna Morris
BA224
9 March 2015
The X and Y Theory
Introduction
Numerous theories have been designed relating to the psychological interaction between the management of an organization and the employees. Before considering distribution of work, an organization must decide from the outset how to deal with employees. In order to lead to improved performance for the company and possibly to improved employee relations, a strong understanding of the relationship should be practiced. Thus, Douglas McGregor, a behavior management theorist influenced by Abraham Maslow and The Hawthorne Studies, launched a debate over how employers manage, in his book: The Human Side of the Enterprise published in 1960. McGregor compared what he called Theory X and Theory Y perspectives; he challenged the management profession to reexamine its assumptions about the motivations employees bring to their jobs. The question was, “Could employees be trusted and empowered to do good work, or did they have to be closely directed, monitored, and controlled to act in the interests of the firm?” (Kopelman).
Theory X
Theory X is based on the idea that employees dislike work and fail to take responsibility. Some of these traditional assumptions about employees include:
Employees are lazy and not ambitions
Employees are motivated by physiological and security needs like money and threats.
Employees need to be controlled, closely watched over and directed.
In order to get more work out of these employees higher pay and promotions help promote harder work.
Theory X is seen as the negative view on employees; as a result, an authoritative management style is required to ensure that individuals fulfill their objectives. Self-motivation is not possible. They will work only when there is constant supervision on them. A manager has to persuade, punish or reward such workers in order to achieve organizational goals.
Theory Y Theory Y is based on a modern, progressive and professional
Cited: Kopelman, Richard. Futher Development of a Measure of Theory X and Y Managerial Assumptions. Journal of Managerial Issues. Winter 2012, Vol. 24 Issue 4, p450-470. 21p. Meeker, Shirley. Theory Y: Another Look. Southern Review of Public Administration. Winter 1982, Vol. 5 Issue 4, p500-515. 16p. Morse, John. Beyond Theory Y. Harvard Business Review. May/Jun 1970, Vol. 48 Issue 3, p61. 8p. 1 Diagram, 3 Charts.