Theory X and Theory Y of Motivation or McGregor Theory of Motivation

 Theory X and Theory Y of Motivation:

Introduction:

The eminent psychologist Douglas McGregor has given his theory of motivation called Theory X and Theory Y in 1960. This theory was first presented by him in a classic article titled 'The Human Side of Enterprise'. He treated management approach as Traditional and Professional where he presented traditional approach to management as 'Theory X' and the professional approach to management as 'Theory Y'. Thus we can say that his theory refers to two sets of employees based on the perception of human nature and those two sets are 'Theory X' and 'Theory Y'. His theory is based on human behavior at work.

Theory X:

Theory X is based on traditional assumptions about people (employees). Here, the conventional approach of management is used as a base. Under Theory X management take a pessimistic view of their people, and assumes that they are inherently lazy and dislike work. It suggests the following features of an average human being/employee (assumptions about human nature):

  

Assumptions of Theory X:

1. The average human being is inherently lazy by nature and desires to work as little as possible. He dislikes the work and will like to avoid it, if he can.
2. He avoids accepting responsibility and prefers to be led or directed by some other.
3. He is self-centered and indifferent to organizational needs.
4. He has little ambition, dislikes responsibility, prefers to be led but wants security.
5. He is not very intelligent and lacks creativity in solving organizational problems.
6. He by nature resists to change of any type.

In the case of such employees, self-motivation is just not possible. They will work only when there is constant supervision on them. A manager has to persuade, punish or reward such workers in order to achieve organizational goals.

Theory Y:  

Theory Y is based on modern or progressive or professional approach. Here, the assumptions about people i.e. employees are quite different. This theory explains a participative style of management, that is, distributive in nature. It concludes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility.

Assumptions of Theory Y:

1. Work is as natural as play, provided the work environment is favorable. Work may act as a source of satisfaction or punishment. An average man is not really against doing work.
2. People can be self-directed and creative at work if they are motivated properly.
3. Self-control on the part of people is useful for achieving organizational goal. External control and threats of punishment alone do not bring out efforts towards organizational objectives.
4. People have capacity to exercise imagination and creativity.
5. People are not by nature passive or resistant to organizational needs.
6. An average human being learns under proper conditions. He is also willing to accept responsibility.
7. The intellectual capacity of an average human being is utilized partially under the conditions of modern industrial life.

 Conclusions:

The assumptions in Theory X and Theory Y are fundamentally distinct. Theory X presents a static, rigid, conservative and pessimistic viewpoint regarding human behavior at work. On the other hand Theory Y represents an optimistic, dynamic, flexible and progressive viewpoint regarding human behavior at work.. It suggests self direction and the integration of individual needs with organizational needs. On the other hand, more importance is given to external control imposed by the superior on the subordinate under Theory X.