This document discusses theories of management and employee motivation. It describes Theory X, which assumes employees dislike work and must be closely controlled, and Theory Y, which assumes employees can be self-motivated if given responsibility. It also discusses how work-life balance policies can benefit organizations by improving productivity, recruitment and retention, and employee satisfaction. Managing a diverse workforce is also discussed as an important challenge for organizations.

1. Why people leave organisations Employees resign for different reasons. It may be the attraction of a new job or the prospect of some time outside the workforce which 'pulls' them, on other occasions they are 'pushed' due to dissatisfaction in their present jobs to seek alternative employment. Sometimes it is a mixture of both push and pull factors. For a fourth group reasons for leaving are explained by domestic circumstances outside the control of any employer, as is the case when someone relocates with their spouse or partner (CIPD, 2006).

2. Work-Life Balance Since the turn of the century, work-life balance has become a major issue with people becoming dissatisfied with long hours, little vacation, texts from the boss outside working hours and little time for family commitments. Friedman, Christiansen and DeGroot in a Harvard Business Review maintain that if managed correctly work-life balance can improve morale, increase productivity, help hire and retain the best employees and is not just a perk that will cost your company money, it yields significant bottom line results.

5. Theory X and Y: Theory X is a pessimistic approach of Management which is based on the assumption that most people are naturally reluctant to work, and need discipline, direction, and close control, if they are to meet work requirements. Theory Y: The theory based on the assumption that employees want to work, achieve, and take responsibility for meeting their work requirements. Therefore, it is an optimistic approach and says that people accept work as a matter of play or rest and get self actualized by doing work.

6. Theory X: Theory X is a pessimistic approach of Management which is based on the assumption that most people are naturally reluctant to work, and need discipline, direction, and close control, if they are to meet work requirements.

9. Theory Y: The theory based on the assumption that employees want to work, achieve, and take responsibility for meeting their work requirements. Therefore, it is an optimistic approach and says that people accept work as a matter of play or rest and get self actualized by doing work.

12. Two Leadership Style at a glance Positive To build buy-in or consensus, or to get input from valuable employees Collaboration, team leadership, communication “ What do you think?” Forges consensus through participation DEMOCRATIC Most strongly positive When changes require a new vision, or when a clear direction is needed Self-confidence, empathy, change catalyst “ Come with me” Mobilizes people toward a vision AUTHORITATIVE Overall impact on climate When the style works best Underlying emotional intelligence component The style in a phrase The leader’s modus operandi

13. Comments on the theory X and theory Y assumptions Peace (1991a) argued that in the last 50 years the populations have become better off financially. They have more money to spend. People spend less time working for money and more security than ever before, and the trend cannot be reversed. Now it is a known factor that working for a 6 day week is inhuman; a 10-hour day is exploitation. 30 years ago it was necessary to request please do not sit on the floor. Today the same admonition requires “three” pleases before the employees feel that a superior has demonstrated the psychological proper attitude ( Peace 1991a)

14. Comments on the theory X and theory Y assumptions These assumptions are based on social science research which has been carried out, and demonstrate the potential which is present in man and which organizations should recognize in order to become more effective.

15. Comments on the theory X and theory Y assumptions McGregor (1960) sees these two theories have separate managerial implications. Theory Y is difficult to put into practice on the shop floor in large mass production operations, but it can be used initially in the managing of managers and professionals

16. Figure: The situations where participative management work well

17. Comments on the theory X and theory Y assumptions McGregor (1960) sees these two theories have separate managerial implications. Theory Y is difficult to put into practice on the shop floor in large mass production operations, but it can be used initially in the managing of managers and professionals