Douglas McGregor proposed two theories - Theory X and Theory Y - about human motivation in the workplace. Theory X assumes employees dislike work and need close supervision, while Theory Y assumes employees can be self-motivated and exercise autonomy. Victor Vroom later developed Expectancy Theory, which proposes that motivation depends on the expectation that effort will lead to good performance and rewards. Motivation equals valence (preference for a reward) multiplied by expectancy (belief that actions will lead to outcomes) multiplied by instrumentality (belief that good performance will lead to rewards).

2. A.Douglas McGregor’s Theory
‘X’and Theory ‘Y’
Introduction:
• Created and developed by Douglas mcGregor
(1960’s).
• Used in human resources,organisation behavior
analysis and organisational development.
• Pertains to human motivation.
• Describe two different attitudes towards workforce
motivation.

3. 1.Theory ‘X’
 Pessimistic assumptions.
 Impediment to employee morale and productivity.
Assumptions:
 This theory is based on the following fundamental
assumptions:
Employees are:
 lazy and will avoide work.
 In need of close supervision.
Employees:
 Have little ambition without incentive programes.
 Avoide responcibilities.
 Need to be driven through control system.

4. Manager Adopting Theory ‘X’ Believes:
 Every thing ends in blame.
 In blamingwithout evaluating the situation.
 That it is the their job to structure the work
and energise the employee.
 In authoritarian style basedon the threat of
punishment.

5. Theory ‘Y’:
 Positive assumptions.
 More positive view of workers and the possiblities
that creat enthusiasm.
Assumptions:
 This theory is based of following assumptions:
Employees are:
 Self motivated andanxious to accept greater
responsibility.
Employee:
 Exercise self-control,self-direction,autonomy and
empowerment.
 Exercise creativity and become forward looking.

6. Manager Adopting Theory ‘Y’ Believes:
 People want to do well at work.
 The employees are a pool of unused
creativity.
 That the satisfaction of doing a job is in
itself motivating.

7. McGregor Theory ‘X’ and
Theory ‘Y’:

8. Conclusion:
 These theories help future generations
understand the changing dynamics of
human behavior.
 Represent two unrealistic extremes.
 Guiding principles of management

9. B.Vroom’s expectancy theory:
 It is one of the motivation theory
 It says that individual have different sets
of goals and can be motivated if they
have certain expectations.
 It is about the choice ,it explains the
processes that an individual undergoes
to make choices.
 First proposed by ‘Victor Vroom’ of the
‘Yale School of Management’

10. Continuous:
 This say that an employee at work will
be motivated to exert a high level of
effort.
 When he believes that effort will lead
to a good performance measurement
that ultimately leads to organizational
rewards.
 Like bonus,promotion,which will
satisfy his personal goals.

11. Continuous:
 Vroom introduces three variables
withinthe expectancy theory which are:
1. Expectancy.
2. Instrumentality.
3. valence
Motivation=Valence x Expectancy x instrumentality

12. Valence:
 Strength of a person’s preference for an
outcome or reward .
Example:
 If an employee wants promotion,it has high valence.
 It is an expression for a desire for achieving a goal.
 It arises from internal self and is conditioned by
experiences.

13. Expectancy:
 Strength of belief that particular action
will lead to a particular outcome.
 This expactency of performance may be
thought of in term of probabilities ranging
from 0 to 1.

14. Instrumentality:
 It si the belief that you perform well that
a valued outcome will received.
 This reward come in the form of pay
increase,promtion.
 Instrumentality is low when the reward is
given for all performances given.

15. Model:

16. .