Define motivation critically evaluate contribution of Mcgregor to motivation?

Answer 1

Human Relations Contributors

Douglas McGregor

Theory X and Theory Y

Douglas McGregor in his book, "The Human Side of Enterprise" published in 1960

has examined theories on behavior of individuals at work, and he has formulated

two models which he calls Theory X and Theory Y.

Theory X Assumptions

The average human being has an inherent dislike of work and will avoid it if he

can.

Because of their dislike for work, most people must be controlled and

threatened before they will work hard enough.

The average human prefers to be directed, dislikes responsibility, is

unambiguous, and desires security above everything.

These assumptions lie behind most organizational principles today, and give

rise both to "tough" management with punishments and tight controls, and

"soft" management which aims at harmony at work.

Both these are "wrong" because man needs more than financial rewards at work,

he also needs some deeper higher order motivation - the opportunity to fulfill

himself.

Theory X managers do not give their staff this opportunity so that the

employees behave in the expected fashion.

Theory Y Assumptions

The expenditure of physical and mental effort in work is as natural as play or

rest.

Control and punishment are not the only ways to make people work, man will

direct himself if he is committed to the aims of the organization.

If a job is satisfying, then the result will be commitment to the

organization.

The average man learns, under proper conditions, not only to accept but to

seek responsibility.

Imagination, creativity, and ingenuity can be used to solve work problems by a

large number of employees.

Under the conditions of modern industrial life, the intellectual

potentialities of the average man are only partially utilized.

Comments on 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.

McGregor sees these two theories as two quite separate attitudes. 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.

In "The Human Side of Enterprise" McGregor shows how Theory Y affects the

management of promotions and salaries and the development of effective managers.

McGregor also sees Theory Y as conducive to participative problem solving.

It is part of the manager's job to exercise authority, and there are cases in

which this is the only method of achieving the desired results because

subordinates do not agree that the ends are desirable.

However, in situations where it is possible to obtain commitment to objectives,

it is better to explain the matter fully so that employees grasp the purpose of

an action. They will then exert self-direction and control to do better work -

quite possibly by better methods - than if they had simply been carrying out an

order which the y did not fully understand.

The situation in which employees can be consulted is one where the individuals

are emotionally mature, and positively motivated towards their work; where the

work is sufficiently responsible to allow for flexibility and where the employee

can see her or his own position in the management hierarchy. If these conditions

are present, managers will find that the participative approach to problem

solving leads to much improved results compared with the alternative approach of

handing out authoritarian orders.

Once management becomes persuaded that it is under estimating the potential of

its human resources, and accepts the knowledge given by social science

researchers and displayed in Theory Y assumptions, then it can invest time,

money and effort in developing improved applications of the theory.

McGregor realizes that some of the theories he has put forward are unrealizable

in practice, but wants managers to put into operation the basic assumption that:

Staff will contribute more to the organization if they are treated as

responsible and valued employees.

Answer 2

Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. McGregor's Theory X and Theory Y proposed contrasting views of employees: Theory X assumes that employees are inherently lazy and need to be closely monitored, while Theory Y assumes that employees are self-motivated and can excel if given the right conditions. McGregor's contribution was significant as it laid the groundwork for understanding different approaches to managing and motivating employees, highlighting the importance of leadership styles in enhancing motivation and performance.