Managers are likely to give more responsibilities and empower Theory Y employees since they are committed to their work and are enthusiastic about performing well. There is every indication that such programs will continue to increase, at least to the extent that evidence of their success begins to accumulate. Managers who hold these assumptions believe that employees are motivated not just by material needs, but also by higher-level needs, such as self-esteem and a sense of fulfillment. This keeps employees motivated to work hard towards achieving goals of the organisation. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. In view of the drawbacks of theory-X, McGregor developed an alternative theory of human behavior called Theory-Y.
Empxtrack — an is based on such theories and helps organizations to transform their human resource practices. This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. Theory X vs Theory Y: Conclusion: Theory X and Theory Y relates to Maslow's hierarchy of needs in how human behavior and motivation is the main priority in the workplace in order to maximize output. Initially, they will focus on hobbies, committee and voluntary work, but eventually this could result in a hunt for another job. However, such an approach is extremely difficult to adopt in service related organizations.
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. In the 20th century, Theory X management style dominated many businesses where the managers perceived that the employees had the above-described traits. Due to this reason, it is very difficult to achieve organizational excellence since the human capital does not adequately support the same. The major flaw of this management style is that it may cause diseconomies of scale in large businesses. Control Tight Lenient Authority Centralized Decentralized Self motivation Absent Present Focuses on Psychological needs and Security needs Social needs, esteem needs and self-actualization needs.
Comparing Theory X and Theory Y Motivation Theory X assumes that people dislike work; they want to avoid it and do not want to take responsibility. The system continues to evolve and change. Furthermore, their tasks and how these should executed must be laid down in detail. Theory X and Theory Y are often studied as a prelude to developing greater understanding of more recent management concepts, such as job enrichment, the job-characteristics model, and self-managed work teams. Txxxxxx manager alxxxxxxs referred to us xxxxxx xxxxxxers as lazy xxxxxx he alxxxxxxs xxxxxxced xxxxxx coerced us in our duties. Theory Y highlights the work satisfaction of employees and gives authority to the employees to creatively approach the tasks. Managers in a university may want to utilize a leadership approach that includes participation from workers, while a leader in the army may want to use an autocratic approach.
Avoiding confrontation unless you are genuinely being bullied, which is a different matter and delivering results are the key tactics. Little emphasis is shown towards developing a positive work environment, and recognition and appreciation would be rare. McGregor promoted Theory Y as the basis of good management practice, pioneering the argument that workers are not merely cogs in the company machinery, as Theory X-Type organizations seemed to believe. Principle of theory Y The central principle of Theory Y is that of integration: individuals can achieve their own goals by also focusing their efforts on the objectives of the organization they work for. McGregor himself held to the belief that Theory Y assumptions were more valid than Theory X. Assumptions of Theory Y, in relation to Maslow's hierarchy put an emphasis on employee higher level needs, such as esteem needs and self-actualization. Conclusion The fundamental distinction between these two is treating employees like children and treating employees like adults.
They believe that employees enjoy their mental and physical work duties. These managers think that external control is clearly appropriate for dealing with unreliable, irresponsible and immature people. At some point, the theory Y shows the passion and interest of employees at work. Although Theory Y encompasses creativity and discussion, it does have limitations. . Elaine Rogers Elaine Rogers is a Business Trainer, Coach and Writer.
Employment is usually long-term, and promotion is steady and measured. As a result, the only way that employees can attempt to meet higher-level needs at work is to seek more compensation, so, predictably, they focus on monetary rewards. Set your own objectives to meet their organisational aims and agree these with the managers; be seen to be self-starting, self-motivating, self-disciplined and well-organised - the more the X theory manager sees you are managing yourself and producing results, the less they'll feel the need to do it for you. They believe that the satisfaction of doing a good job is a strong motivation in itself. However, neither of these extremes is optimal.
According to Theory Z, people want to maintain a work-life balance, and they value a working environment in which things like family, culture, and traditions are considered to be just as important as the work itself. He summarized the findings of the Hawthorn experiment by introducing both theory X and theory Y. While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity. The management needs to extract work by incentivising ,forcing,threatening the employees of being penalised if they dont work. Today it is read by over 140,000 business people each month unique visitors, Google Analytics, December, 2013.
In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. Non-financial rewards are the main motivator for Theory Y employees. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. Since these are continuous needs throughout life, managers should address these needs when seeking to motivate employees. People want to avoid work and they must be continually coerced and controlled.