Theory X And Theory Y
Theory X and Theory Y
From Wikipedia, the free encyclopedia
This article may require copy editing for grammar, style, cohesion, tone, or spelling. You can assist by editing it. (October 2014)
Theory X and Theory Y are theories of human motivation, created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s, that have been used in human resource management, organizational behavior, organizational communication and organizational development. They describe two contrasting models of workforce motivation.
Theory X and Theory Y have to do with the perceptions managers hold of their employees, which then influence their management style.
Contents [hide]
1 Theory X of McGregor
2 Theory Y
3 Theory X and Theory Y combined
3.1 LMX theory of Sahin
4 McGregor and Maslow's hierarchy
5 See also
6 References
7 Sources
8 External links
Theory X of McGregor[edit]
In this theory, management assumes employees are inherently lazy and dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of control developed. A hierarchical structure is needed with narrow span of control at each and every level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. According to Dr Kumi Mark, if the organizational goals are to be met, Theory X managers must rely heavily on the threat of punishment to gain compliance of employees. When practiced, this theory can lead to mistrust, highly restrictive supervision and a punitive atmosphere. The Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees are only out for themselves. Usually these managers feel the sole purpose of the employee's interest in the job is money. They will blame the person first in most situations, without questioning whether it may be the system, policy, or lack of
From Wikipedia, the free encyclopedia
This article may require copy editing for grammar, style, cohesion, tone, or spelling. You can assist by editing it. (October 2014)
Theory X and Theory Y are theories of human motivation, created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s, that have been used in human resource management, organizational behavior, organizational communication and organizational development. They describe two contrasting models of workforce motivation.
Theory X and Theory Y have to do with the perceptions managers hold of their employees, which then influence their management style.
Contents [hide]
1 Theory X of McGregor
2 Theory Y
3 Theory X and Theory Y combined
3.1 LMX theory of Sahin
4 McGregor and Maslow's hierarchy
5 See also
6 References
7 Sources
8 External links
Theory X of McGregor[edit]
In this theory, management assumes employees are inherently lazy and dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of control developed. A hierarchical structure is needed with narrow span of control at each and every level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. According to Dr Kumi Mark, if the organizational goals are to be met, Theory X managers must rely heavily on the threat of punishment to gain compliance of employees. When practiced, this theory can lead to mistrust, highly restrictive supervision and a punitive atmosphere. The Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees are only out for themselves. Usually these managers feel the sole purpose of the employee's interest in the job is money. They will blame the person first in most situations, without questioning whether it may be the system, policy, or lack of