Management is the central conception for firm and organization to operate, management can affect a number of areas in firm such as construction, cooperation, direction and so on. In Fayol’s definition, To manage is to forecast and plan, to organize, to cooperate and to control. (Fayol 1949) Due to this definition, the management is actually based on employees, this means that the working performance of employees determine whether the management is effective or not. To improve the the employee’s working performance, there has a great deal of Human Relation theories for encouraging employees to perform well. For example, the Schein’s classification lists factors that motivates people in workplace. McGregor offers assumptions of theory X and theory …show more content…
(G.A.Cole&Kelly.P 2015) The attitudes referred to Theory X is people who are required to control, reluctant to be responsible, lazy and only satisfied with job safety. Whereas Theory Y assume people who do not have control, and are likely to work and to be responsible. The Theory X and Theory Y separate employees in two main types, these two theories are helpful for manager to consider treatment easily for their subordinates. To be more specific, Theory X focus on control and extrinsic rewards for management,(G.A.Cole&Kelly.P 2015) such as a bonus or higher salary. (Thomas,K. 2009) But the extrinsic rewards may not have relative effect, because people are lazy and rely on the security of job. Besides, the higher control of management might contribute to dissatisfaction. In contrast, Theory Y suggests that managers should provides enough autonomy and challenges for employees, (G.A.Cole&Kelly.P 2015) this suggestion is similar to self-actualizing model in Schein’s classification. When employees have high extent autonomy, as an argument, they would maximize self-interest and ignore the entity interest of organization. The McGregor’s Theory X and Theory Y are so polar extreme that cannot suit for the real world. Thus, managers should concerned the actual situation with rational using of McGregor’s theory to encourage employees. Additionally, people are social motivated which means the management should not only focus on rewards, managers must pay attention to humanistic care with their social relations. Unless the tragedy would happen, such as Foxconn suicides are caused by the less care about employee’s pressure and social relations. (Foreman.W
McGregor has written two theories about human nature. Theory X basically assumes that people will do the least amount of work required of them. That they will need to be monitored and workers will need a set of rules for every employee to follow . There is also no incentive for them to go above their current job duty. Theory Y basically believes that if you give the employee the opportunity to do well the employee will take that opportunity and use it to the best of their abilities. They are able to set their own work goals and really strive to put their all into their career. They will be go getters that are responsible for their self and willing to do whatever the company needs from them. They will own up to any issue and trust that their co-workers will do the same (Larsson, Vinberg & Wiklund, 2007).
Most leaders believed that employees in their organization disliked work and would avoid it if they could. Daniel McGregor in his 1960 groundbreaking book The Human Side of Enterprise argued that “Those running companies were operating from a faulty assumption about human behavior” (Pink, 2009, p. 74). Managers believe employees must be coerced, controlled, directed, and threaten with punishment to acquire them to put forth an effort to achieve set objectives. McGregor’s X-Y theory suggest that there are two ways to manage people.
This study will also identify the theories that will help answer these and other questions. In addition, this research will determine methods in which these theories can motivate the employees.
However, in the real world, (real work environment) there are no two contrasting categories of employees who extremely fit theory X or theory Y and McGregor theory X and Theory Y has no empirical data that validated the theory. Moreover, since each human being is unique, which make us have our individual differences; there are numerous factors that can motivate employees. Using one or two factors as instruments of motivation may turn off some segment of employees. For example, Theory Y style managers’ may likely focus on measures of productivity rather than measures of employee well-being; or in other words, engage in an inducing form of management rather than employees' concerns, thereby patronizing only idea of inducing increased productivity from employees; and also, theory X managers may end-up being autocratic
Theory Y was formulated by Douglas McGregor. The Theory assumes that “work is a natural activity, like play or rest” (Kreitner, & Kinicki, 2010, p. 9). The theory further assumes that “people are capable of self-direction and self-control if they are committed to objectives” (Kreitner, & Kinicki, 2010, p.9). According to this theory, employees shall be dedicated to their goals only if incentives are availed to them. These incentives and/ or rewards ought to address higher needs. A perfect example of a higher need is self-fulfillment. This state of affairs makes people to search for responsibility. The theory further adds that scores of persons might handle a particular task and/ or responsibility since innovation and resourcefulness are ordinary within the masses (Ouchi, 1991, p.37).
The central focus of the human relations approaches is human needs within an organization. The evolution of this theory stems from the classical approach. The classical approach centers around the machine metaphor. It highlights the importance of three key elements within an organization: specialization, standardization, and predictability (Miller, 2012: 18-19). In the classical approach, organizations emphasize structure and efficiency; communication is limited within the boundaries of hierarchy and formality. Classical organizations communicate vertically from upper management to employees, often relying on written and formal communication methods (Miller, 2012:
McGregor’s Theory X views most employees as last and unwilling to work hard unles forced to. These employees only
Motivational theories can be applied in a multitude of situations, but in this case the problems that must be resolved include poor morale, low performance levels, and frequent absences. After speaking with the employees it was found that none of them cared about their performance in the workplace. To properly address these issues, Herzberg’s Two-Factor Theory, McClelland’s Theory, and McGregor’s Theory X and Theory Y can be applied. Herzberg’s Two-Factor Theory can be used to improve working conditions and decrease employee dissatisfaction. Doing so would potentially motivate employees to perform better in the workplace and be more inclined to be involved in the job. Applying McClelland’s Theory would allow for the employees three basic categories
In the 1960’s, Douglas McGregor devised Theory X and Theory Y claiming that in Theory X, people are mostly lazy, dislike work and avoid accountability while Theory Y proclaims that humans are creative individuals that seek responsibility and are be self-directed (Hill, 174-175). Alexander Hill offers a different approach and suggests the theory of Covenantal Management defined by dignity, reciprocity, servant leadership and gift recognition. Through this kind of theory, work is a shared mission between employee and employer in a community in which individuals proudly commit themselves to being on the same team (Hill 179-185). It is this kind of attitude that creates business
A person’s behavior at one specific point in time usually controls their attitude at that time. Managers must be able to understand these basic needs of their workers. If these needs are not dealt with in a certain correct way than workers will not reach their maximum potential. If the lower order of needs is not met than people are not happy. The same can be said of the higher order.
It is said that there is no such thing as failure, instead we have results. This was the idea that gave rise to the start of a company and later shooting of this video, in the outskirts of Addis Ababa in Africa. The video is about a shoe company called oliberte, which prides itself as the first company to be offered a fair trade certification. The founder, Mr. Tal Dehtiar has appreciated and employed great motivation methods in the growth of his company in a challenging environment (Oliberte, 2011). Motivation’s purpose is to initiate, guide and maintain goal oriented behaviors on the person that it is applied to. It can be driven by biological, social, emotional or cognitive forces. People are motivated to behave in a certain way because it is a core creational component of the human race. The two motivational theories that can be seen in this video are Mayo’s theory of human relations and Maslow and Herzberg’s theory of human needs (Latham, 2007).
I was formerly employed by a supplier of automobile parts where in addition to using compensation as a means of motivation; they too were dedicated in ensuring their employees had maximum job satisfaction. This was achieved by giving autonomy in their job functions and assigning significa...
According to McGregor’s Theory X, it can best be described as employees who have issues with taking responsibility to go to work with the desire to work and who are resistant and who require pressure in order to perform their job duties and complete production. Theory X is considered to be negative as labeled by McGregor. (Robbins, 2013)
Ghillyer (2011, p. 228) stated the importance of motivation is a factor that influences employee performance on the basis of their usage of their full abilities. Management professor Robert N. In this visualization, managers tend to put employee satisfaction as the basis of organizing strategies to improve employee motivation and compensation. This normally results to higher performance and less problems. Hence, following this issue as a base, more motivational theories have been introduced.
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.