MacGregor’s Theory X-Y (Theories of Motivation)

MacGregor’s Theory X-Y

Theory X and Y are the theories of motivation, created and developed by Douglas MacGregor in 1960s.They describe two contrasting models of workforce motivation.

Theory X

In this theory, management assumes employees are lazy and will avoid work if they can and that they always dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of control should be developed. According to this theory, employees will show little ambition without an incentive program and will avoid responsibility whenever they can. It believes that the employees are only focusses on the lower order needs (physiological and security). If the organizational goals are to be met, Theory X managers rely heavily on threat and forceful decisions to gain their employees' support. Beliefs of this theory lead to mistrust, highly restrictive supervision and a punishment 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 training that deserves the blame. A Theory X manager believes that his or her employees do not really want to work, that they would rather avoid responsibility and that it is the manager's job to structure the work and energize the employee.

Theory Y

In this theory, management assumes employees may 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. Given the proper conditions, Theory Y managers believe that 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. It is believed that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that is required for employee development. It's employee development that is a crucial aspect of any organization. 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 some suggestions in decisions that influence them.