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WEEK-4
THEORIES OF WORK FORCE MOTIVATION
Media Management & Marketing
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THEORIES OF HUMAN MOTIVATION Theory X and Theory Y are theories of human
motivation created and developed by DouglasMcGregor at the MIT Sloan School of Management in
the 1960s.
These theories have been used in human resourcemanagement, organizational behavior, organizationalcommunication and organizational development.
They describe two contrasting models of workforcemotivation.
Theory X and Theory Y have to do with theperceptions managers hold on their employees, not
the way they generally behave.
It is attitude not attributes.
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THEORY X In this theory management assumes
Employees are inherently lazy
Will avoid work if they can
Inherently dislike work.As a result of this, management believes that
workers need to be closely supervised andcomprehensive systems of controls developed.
According to this theory, employees will showlittle ambition without an incentive program andwill avoid responsibility whenever they can.
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THEORY Y In this theory, management assumes
Employees may be ambitious and self motivated
Employees enjoy their mental and physical work
duties. According to them work is as natural as play.
They possess the ability for creative problem solving,but their talents are underused in most organizations.
A s a result Theory Y manager believes that, giventhe right conditions, most people will want to do wellat work. They believe that the satisfaction of doing a
good job is a strong motivation.
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THEORIES OF HUMAN MOTIVATIONo William Ouchi spent years researching
Japanese companies under the greatJapanese economic boom of the 1980s.
o In this period, Japanese companies were byfar the most productive in the world.
o During his research, he identified several
characteristic traits of Japanese managers,which formed the basis for the formulation ofa new theory the Theory Z.
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THEORY Z
Theory Z stresses the importance of a caringand benevolent relationship between
managers and workers
It presumes that workers will get motivatedby a strong social relationship with the
company.
Loyalty to the company will increase byproviding a job for life, in which the companytakes genuine interest in the well being of the
employee.
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MODERN MOTIVATION THEORYGOAL SETTING THEORY
In 1960s, Edwin Locke put forward the Goalsetting theory of motivation.
It states that goals indicate and give direction
to an employee about what needs to be doneand how much efforts are required to be put
in.
The willingness to work towards attainmentof goal is main source of job motivation.
Specific and clear goals lead to greateroutput and better performance.
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MODERN MOTIVATION THEORYEQUITY THEORY OF MOTIVATION
o An individuals motivation level is correlated tohis perception of equity, fairness and justice
practiced by the management.
o Higher is individuals perception of fairness,greater is the motivation level and vice versa
o While evaluating fairness, employee comparesthe job input in terms of contribution to outcome
in terms of compensation and also comparesthe same with that of another peer of equal
cadre, grade or category.