theory of X and Y of motivation
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Theory X and Theory Y pertain to Employee motivation.
This was created and developed by Douglas McGregor at the MIT Sloan School of Management in 1960s.
It desribes two very different attitudes towards workforce motivation.
Theory X description:
In this theory, management assumes that employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised and comprehensive systems of control put in place.
The managers influenced by Theory X believe that everything must end in blaming someone.
Managers that subscribe to Theory X tend to take a rather pessimistic view of their employees. Theory X manager believes that it is the managers's job to structure the work and energize employees. They naturally adopt controlling style based on the threat of punishment.
Theory Y description:
Management influenced by this theory assumes that employees are ambitious, self-motivated and anxious to accept greater responsibility and exercise self-control, self-direction, autonomy and empowerment.
Theory Y manager believes that, given the right conditions, most people will want to do well at work and that there is a pool of unused creativity in the workforce. Many people interpret Theory Y as a positive set of assumptions about workers.
Conclusion:
Though these theories are very basic in nature, they provide a platform for future generations of management theorists and practitioners to understand the changing dynamics of human behaviour.
This was created and developed by Douglas McGregor at the MIT Sloan School of Management in 1960s.
It desribes two very different attitudes towards workforce motivation.
Theory X description:
In this theory, management assumes that employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised and comprehensive systems of control put in place.
The managers influenced by Theory X believe that everything must end in blaming someone.
Managers that subscribe to Theory X tend to take a rather pessimistic view of their employees. Theory X manager believes that it is the managers's job to structure the work and energize employees. They naturally adopt controlling style based on the threat of punishment.
Theory Y description:
Management influenced by this theory assumes that employees are ambitious, self-motivated and anxious to accept greater responsibility and exercise self-control, self-direction, autonomy and empowerment.
Theory Y manager believes that, given the right conditions, most people will want to do well at work and that there is a pool of unused creativity in the workforce. Many people interpret Theory Y as a positive set of assumptions about workers.
Conclusion:
Though these theories are very basic in nature, they provide a platform for future generations of management theorists and practitioners to understand the changing dynamics of human behaviour.
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