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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.