Theory X and Theory Y are theories of human motivation that were created and
developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s.
These theories describe two contrasting models of workforce motivation that have been
used in human resource management, organizational behavior, organizational
communicationand organizational development.
Theory X and Theory Y have to do with the perceptions that managers hold of their
employees, which in turn influence their management style.
Contents
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1 Theory X
2 Theory Y
3 Theory X and Theory Y combined
o 3.1 LMX theory of Sahin
4 McGregor and Maslow's hierarchy
5 See also
6 References
7 Sources
8 External links
Theory X[edit]
According to this theory, type X individuals are considered to be inherently lazy and not
fond of their jobs. As a result, an authoritative management style is required to ensure that
individuals fulfill their objectives. Workers managed this way need to be closely supervised
and comprehensive systems of control need to be 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 when 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 all actions can be traced back and the individual responsible for them needs to be
directly rewarded or reprimanded depending on the action's results. This managerial style
is more effective when used to motivate a workforce that is not inherently motivated to
perform. It is usually exercised in professions where promotion is infrequent, unlikely or
even impossible and where workers tend to perform repetitive tasks in their jobs. One
major flaw of this management style is that it limits the potential of the employees under it
and discourages out of the box thinking.
Theory Y[edit]
In this theory, management assumes employees can be ambitious, self-motivated and
exercise self-control. It is believed that employees enjoy their mental and physical work
duties. According to them, work is as natural as play. They possess the ability for creative
problem solving, but their talents are underused in most organizations. Theory Y managers
believe that given the proper conditions, employees will learn to seek out and accept
responsibility, exercise self-control and self-direction in accomplishing objectives to which
they are committed. A Theory Y manager believes that, given the right conditions, most
people will want to do well at work. They believe that the satisfaction of doing a good job is
a strong motivation. Many people interpret Theory Y as a positive set of beliefs about
workers. A close reading of The Human Side of Enterprise reveals that McGregor simply
argues for managers to be open to a more positive view of workers and the possibilities
that this creates. He thinks that Theory Y managers are more likely than Theory X
managers to develop a climate of trust with employees required for employee development.
This would include managers communicating openly with subordinates, minimizing the
difference between superior-subordinate relationships, creating a comfortable environment
in which subordinates can develop and use their abilities. This environment would include
sharing of decision making so that subordinates have a say in decisions that influence
them.
Theory X and Theory Y combined[edit]
For McGregor, Theory X and Y are not different ends of the same continuum, but rather
two different continua in themselves.
McGregor has identified Theory X and Theory Y differently. Theory X assumptions are that
individuals dislike their careers. Theory X people have to be supervised. Theory
Yassumptions are that individuals like their careers and are willing to take part in
responsibility. Theory Y people don't need supervision and can be expected to be
productive in their jobs.
LMX theory of Sahin[edit]
Based on employees, we take a closer look at the relationship between supervisors and
"subordinates," as some may call them, or workers.[1] The quality of the relationship
between the two is described by Sahin as leader-member exchange (LMX) theory. LMX
theory is that "leaders develop unique relationships with different subordinates and that the
quality of these relationships is a determinant of how each subordinate will be treated".[2]
With these two theories Sahin combined individual and the organization at the same time.
In addition, workers (subordinates) develop feelings of effective commitment if they receive
the importance from supervisors not just by overlooking them all the time but by also giving
them importance.[3] In addition, look at external link for image, that explains the function of
the theory.
McGregor identified people based on two theories, Theory X, or Theory Y. Sahin shows a
different approach through his study of the LMX theory. He shows how different styles used
upon by management can vary from both theories.
When managers apply Theory Y principles, workers receive independence and
responsibility for work; they receive opportunities to recognize problems and their job
will be to find solutions to them. This results in high-quality relationships.[4]
In contrast, Theory X managers highlight the close supervision of workers and the
chain of command and motivate subordinates using extrinsic rewards. Therefore,
workers that are overseen by Theory X managers tend not to have the most beneficial
relationship with their supervisor. They maintain a distance and have impersonal and
low-quality exchange relationships.[5]
McGregor and Maslow's hierarchy[edit]
Theory X and Theory Y relate to Maslow's hierarchy of needs in how human behavior and
motivation are main priorities in the workplace in order to maximize outputs. In relation to
Theory Y, the organization is trying to create the most symbiotic relationship between the
managers and workers, which relates to Maslow's needs for self-actualization and Esteem.
For self-actualization, the manager promotes the optimum workplace through morality,
creativity, spontaneity, problem solving, lack (or minimization) of the effects of prejudice,
and acceptance of facts. We must accept that prejudice exists in others, even as we try to
minimize it in ourselves. These issues relate to esteem when the manager is trying to
promote each team member's self-esteem, confidence, achievement, happiness, respect of
others, and respect by others.
See also[edit]
Theory Z, a later work/organizational motivation theory which is likely a derivative of
Theory Y
Scientific management, another management theory
References[edit]
1.
2.
3.
4.
5.
Jump up^ Sahin, 2012, p. 159.
Jump up^ Sahin, 2012, p. 159.
Jump up^ Sahin, 2012, pp. 162163.
Jump up^ Sahin, 2012, p. 163.
Jump up^ Sahin, F. (2012). "The mediating effect of leader-member exchange on the
relationship between Theory X and Y management styles and effective commitment: A
multilevel analysis." Journal of Management and Organization, 18(2), 159174.
Douglas 2013
Sources[edit]
McGregor, D. (1960). The Human Side of Enterprise, New York, McGrawHill.
Patience, H (1973). Organizational behavior Financial Times
