Sociology of work and organization: master I, 7 th course: Theory X
and Theory Y
1- Introduction
The idea that a manager’s attitude has an impact on employee motivation
was originally proposed by Douglas McGregor. In his 1960 book, The Human
Side of Enterprise, he proposed two theories by which managers perceive and
address employee motivation. He referred to these opposing motivational
methods as Theory X and Theory Y management. Each assumes that the
manager’s role is to organize resources, including people, to best benefit the
company.
2- Theory X and Theory Y they are theories of human motivation created and
developed by Douglas McGregor. These theories describe two contrasting
models of workforce motivation. They are based on the premise that
management has to assemble all the factors of production, including human
beings, to get the work done. McGregor believed that management can use
either of the needs to motivate his employees, as grouped under theory X and
theory Y.
2.1. Theory X: advanced the view that human beings have an innate dislike for
work. They can only be made to get results at work by the application of
coercive methods and by direction. Theory X stresses on the authoritarian style
of leadership where results are the focus of leadership and it is more work-
centered than people-centered. Managers have many assumptions about their
employees in Theory X:
Workers dislike their jobs and they are inherently lazy.
Workers have little motivation and prefer direction from their superiors.
Workers need consistent rewards and punishments to ensure their task is
completed.
Workers do not have a desire to grow or achieve personal or professional
goals.
Many of these assumptions are based on basic physical needs. Businesses
who utilize a Theory X approach often have multiple levels of management with
a low rate of delegation. Workers are often micromanaged and have very little
autonomy in the organization. There is often a central authority base and
managers follow an authoritative leadership style.
2.2. Theory Y 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.
Managers also have assumptions about their employees in Theory Y:
Workers are willing to accept challenges and are proud of the work that
they do.
Workers do not need to be micromanaged; they are self-directed.
Workers are eager to participate in decision-making.
Workers are happy to contribute and feel internally satisfied.
These assumptions lead to a better managerial approach and this greater
satisfaction in the workplace. McGregor encouraged organizations to adopt
more of a Theory Y leadership style. It is much more decentralized and requires
more participation from the managers, but assumes that workers would also be
committed to the long-term goals of the company. He believed that by following
Theory Y, supervisors could motivate their workers to achieve their highest
potential.
3. Theory X vs Theory Y