1. X & Y THEORY
HERZBERG THEORY
-Sharvari .N.
Marathe
2. X & Y Theory
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.
3. X Theory
-Authoritarian management style
assumes employees are inherently lazy and will avoid
work
they inherently dislike work
workers need to be closely supervised and
comprehensive systems of controls developed.
employees will show little ambition
if the organizational goals are to be met, theory X
managers rely heavily on threat and coercion to gain
their employee's compliance.
4. Effects of X psychology
lead to mistrust,
highly restrictive supervision, and a punitive
atmosphere
Theory X manager tends to believe that everything
must end in blaming someone
managers feel the sole purpose of the employee's
interest in the job is money.
One major flaw of this management style is it is much
more likely to cause Diseconomies of Scale in large
businesses.
5. Theory y
-participative management style
Effort in work is as natural as work and play.
People will apply self-control and self-direction in the pursuit of
organisational objectives, without external control or the threat of
punishment.
Commitment to objectives is a function of rewards associated with
their achievement.
People usually accept and often seek responsibility.
The capacity to use a high degree of imagination, ingenuity and
creativity in solving organisational problems is widely, not narrowly,
distributed in the population.
In industry the intellectual potential of the average person is only
partly utilised.
6. Effects of Y Theory
Theory Y managers are more likely than Theory X
managers to develop the climate of trust with employees
that is required for human resource development.
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.
That the employer is under a lot less pressure than some
one who is influenced by a theory X management style.
This climate would include the sharing of decision making
so that subordinates have say in decisions that influence
them
7. X & Y Theory combined
It is not possible to realize either one of theories
seperately.
Both the theory are to be applied as per requirement at
the optimum level.
8. Herzberg Theory
Herzberg motivation theory also known as two factor
theory.
It states that there are certain factors in
the workplace that cause job satisfaction, while a
separate set of factors cause dissatisfaction.
It was developed by Frederick Herzberg a psychologist,
who theorized that job satisfaction and job
dissatisfaction act independently of each other.
9. Findings of Herzberg
According to Herzberg, individuals are not content
with the satisfaction of lower-order needs at work
individuals look for the gratification of higher-
level psychological needs having to do with
achievement, recognition, responsibility,
advancement, and the nature of the work itself.
Satisfaction & dissatisfaction are not inversely
proportional to each other, they are independent.
10. Factors causing
satisfaction
achievement,
competency,
status,
personal worth,
self-realization
Factors causing
dissatisfaction
policies,
supervision,
technical problems,
salary,
interpersonal relations
on the job,
working conditions
11. Implications of management
The job should have sufficient challenge to utilize the
full ability of the employee."
"Employees who demonstrate increasing levels of
ability should be given increasing levels of
responsibility."
"If a job cannot be designed to use an employee's full
abilities, then the firm should consider automating the
task or replacing the employee with one who has a
lower level of skill. If a person cannot be fully utilized,
then there will be a motivation problem."
