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THE IMPACT OF MANAGERIAL STYLE ON TASK PERFORMANCE CONSIDERING NATURE
OF TASK AND INDIVIDUAL MOTIVATIONAL NEEDS
Baena, S.; Calle, C.; Fernández, P.; García, I. & García, A.
Faculty of Psychology
University of Sevilla
Abstract
The aim of motivating workers has long served as a worry in managerial
thoughts for many centuries and it is still a burden for contemporary human resources
managers (Steers, Porter & Bingley, 2003; Dieleman, Toonen, Touré & Martineau,
2006). While there is a vast number of proposed managerial theories and models, the
real practice is however underestimated by using the same old Taylorist procedures in
many cases to assure employee´s commitment and loyalty (Antunes, 2001; Aktouf,
2002; Gil Tovar, 2010).
The purpose of this study is to experimentally evaluate the effects of
managerial styles on task performance considering the moderating role of task nature
and individual´s motivational needs. Precisely, Ouchi (1981) managerial approach
(Theory Z) was employed to examine its effect on student performance in achieving
two different tasks: (1) a cognitive exercise –logical problems-, and a manual task – a
complex puzzle-. Participants were experimentally assigned to managerial conditions
in accordance with their actual motivation after filling in a self-made scale on
motivational needs based on the X and Y theories (McGuire, 1960). Managerial styles
were recreated for each condition in a 2*2 design both in a Taylorist way (close
supervision, rigid instructions, and zero communication allowed), and in a humanistic
way (providing autonomy, social support, and self-defined norms). Experimental
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groups were externally motivated contingent to their work performance with material
and non-material rewards.
Bearing in mind our literature revision (Hackman & Oldham, 1975; Parker,
1998; Langfred & Moye, 2004; Niessen & Volmer, 2010), it is expected that X-
motivated individuals will perform better in the Taylorist managerial condition (and
vice verse). However, this effect will be greater when performing the manual task
rather than the cognitive one. The results will be discussed to provide support for
practical managerial styles to both achieve greater amounts of performance and
employees´ satisfaction.
Key words: Z theory, managerial style, task performance.
Introduction
The purpose of this study is to experimentally evaluate the effects of
managerial styles (X theory and Y theory) on task performance considering the
moderating role of task nature and individual´s motivational needs. This topic is
considered important due to the fact that the aim of motivating workers has been
taken into account in managerial thoughts for many centuries, and it is still worrying
for contemporary human resources managers in all fields. For example, Dieleman,
Toonen, Touré & Martineau conducted an experiment that proved that motivation is
important for improving certain services in the health sector. Nowadays there are a
vast number of proposed managerial theories and models, according to the wide
number of organizational types that exist. At the present time, although the nature of
the organizations is more flexible, requires more team work and as McGregor stated in
“The human side of business” (1960), the modern employees should search for
motivation in the top of Maslow’s pyramid (acknowledgment, self – esteem and the
ability of self – fulfillment), in the real practice there is a tendency to underestimate
the current models by using the same old Taylorist procedures in many cases to assure
employee´s commitment and loyalty. Organizations are still using some of the
concepts that Taylor proposed, such as work division, specialization, and economic
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rewards due to production, though the names and some aspects have changed by
mixing them with other theories (Antunes, 2001; Aktouf, 2002; Gil Tovar, 2010).
The main independent variables considered in this study were the type of
supervision and the nature of task. According to McGregor, there are two main
managerial styles depending on the person´s conception, the X theory, which is the
authoritarian style and the Y theory considered as a participative style. Firstly, the X
theory has a lazy conception of employees, meaning that they have a hedonic attitude;
therefore they would avoid work as much as possible and they would prefer being
followers rather than leaders. Consequently, they must be obliged and pushed to
complete their duties by means of strict supervision, clear and precise instructions and
a reward – punishment system, mainly based on extrinsic rewards, especially
economical ones (Porter & Lawler, 1968). This theory represents the managerial style
defined by Taylor’s scientific management, Fayol’s industrial and general
administration theory and Weber’s bureaucracy. They all defended repetitive tasks,
restriction of creativity and individual initiative.
On the opposite, the Y theory considers that employees are naturally active and
productive, worried about their work and capable of controlling their own work, which
leads to no need for supervision. As an alternative, the manager must try to create an
appropriate environment where workers can achieve their personal objectives as well
as the organizational ones, by trusting them and giving the necessary information.
Employees try to assume responsibilities, be creative, original and they look forward
achieving personal goals and improvements; for that reason, they would look more for
intrinsic rewards, (Porter & Lawler, 1968) such as promotions, more responsibilities
and self – fulfillment, instead of extrinsic ones. The idea of considering workers not as
part of the machinery (not as individuals) is not originally conceived by McGregor,
other authors before him such as Hugo Münsterberg , who studied the way of
improving the employees satisfaction by means of improving the working
environment, or Elton Mayo, who considered that there were other ways of
motivating employees rather than economic rewards, took into account that idea.
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An alternative theory was proposed by William Ouchi, the Z theory, but it has
been adapted for practical purposes by Morse and Lorsch (1970). They considered that
some workers would be better motivated by X theory and others by Y theory.
Related to the nature of the task, some authors such as Hackman and Oldham
in their Job Characteristic Model (JCM) stated that the task itself is important for
motivating employees. Some of their ideas are that challenging tasks are more
motivating than boring ones which would lead to a better performance. Other idea is
that there are some other characteristics of the task, such as variety of the task, the
autonomy the worker has to carry it out and the decision authority, which adds
challenge to the task, and will enrich it. The model also assumes that autonomy and
feedback are extremely important factors and that in order to enrich the task, these
authors proposed five different principles: to combine tasks, form natural working
groups, establish long – lasting relationships with members of other departments,
increase the vertical burden of work, and open new feedback channels. Following
these principles would lead to an increase in motivation, commitment and the
employees´ performance. If employees have a high need of personal growth they have
a high internal motivation (i.e. desire for challenge and personal development), always
taking into account that the job fulfills the worker´s basic needs first. On the other
hand, people who have low levels of need for personal growth and they are unsatisfied
they will not be motivated by an enriched task.
Although there are no current studies directly investigating X and Y theories,
there are several ones that study variables related to both managerial styles. Some of
those variables are job autonomy, predicted control, supportive supervision,
motivation of workers and proactive personality.
Parker, Axtell and Turner investigated the influence of job autonomy and
supportive supervision in safety in organizations, they considered that the way safety
was managed was the way other managerial behaviors such as high- performance,
would be approached; meaning that there are a wide range of factors that affect the
management of safety as well as management in general. Two of the main variables
that are studied are job autonomy and supportive supervision. These two variables can
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be considered as defining characteristics of X and Y theory. In Y theory employees
would have a considerably important job autonomy and the supervision would be
participative as employees take part in the decision making process and in the other
theory those variables would be defined contrarily. In the study job autonomy is
defined as the degree of discretion employees have over important decisions in their
work, such as timing and methods of their task, and it has been an influential factor for
motivation and job satisfaction. Moreover, they hypothesized that supportive
supervision would lead to safer working which was confirmed by the results. This can
lead to the conclusion that the application of Y theory, characterized by job autonomy
and supportive supervision would lead to better performance.
Other study was conducted by Paul E. Spector, who investigated the
relationship between perceived control (what we consider the type of supervision or
the pressure of the leaders) and participative decision – making (considering it as a
motivation factor as it gives more responsibility to the employee and as an example of
the Y theory). Their results showed that high levels of perceived control correlate
positively with high levels of performance and job satisfaction. Similar results were
found when analyzing the relationship between participation and autonomy, leading
to the same conclusions that the previous study, that Y theory would have better
results.
Finally, Jerry Bryan Fuller, Jr., Kim Hester and Susie S. Cox found out that
personality influences job performance. This consideration coincides with the practical
adaptation that Morse and Lorsche did of Ouchi’s Z theory. They stated that proactive
personality leads to better performance, considering proactive personality as people
who “seek out for opportunities to improve things, take action and tend to persevere
until they bring about meaningful change” (Seibert et al., 1999: 417). They also tend to
show initiative and creativity. This study would lead to the conclusion that people with
proactive personality would perform better in situations and tasks that enables them
to develop those qualities. The idea shared by Langfred and Moye, that stated that
depending on the task requirements, different people should be selected according to
their personal characteristics; selecting those whose personal qualities fit the task
requirements.
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The studies conducted by Paul E. Spector and Parker, Axtell and Turner show
that Y managerial style would lead to a better performance in general; however, taking
into account the ideas of Hackman and Oldham, the assumptions of Niessen and
Volmer, who stated that people who are given low autonomy in the first place, would
perform poorly when given high autonomy, Langfred and Moye statements , that
thought that depending on the requirements of the task, supervisors should select
people with more or less autonomy and the study conducted by Jerry Bryan Fuller,
Jr., Kim Hester and Susie S. Cox .
Hypothesis 1: it is expected that X-motivated individuals will perform better in
the Taylorist managerial condition (and vice verse).
Based on the idea of Hackman and Oldham that challenging tasks are more
motivating than boring ones and considering manual tasks more enjoyable than
cognitive ones.
Hypothesis 2: the effect stated in the first hypothesis will be greater when
performing manual tasks rather than cognitive ones.
And finally, based on the supposition that having no supervision would lead to
people not willing to participate.
Hypothesis 3: people in Y theory group would show more social loafing than
those in the other group.
The results will be discussed to provide support for practical managerial styles
to both achieve greater amounts of performance and employees´ satisfaction.
Method
Participants
In the experiment participated 12 second year students of Psychology at
University of Seville, being a total of 6 men and 6 women, with ages in between 19 and
21 years old. Not having any of them any difficulty to carry out the proposed tasks.
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The subjects were informed enough to be able to perform the tasks but without
that information conditioning the results.
Design
It is a quasiexperimental factorial 3X2 design, where the manipulated
independent variables were the type of supervision (X theory and Y theory), the nature
of the task (manual and cognitive) and the motivation (with motivation and without
motivation). The dependent variable was the efficiency, measured by the percentage
of response answers and by the proportion of completed pieces. There were two
different groups, and the subjects were assigned to each group depending on their
timetables, those who were in class A were assigned to the Y group and those in class
B assigned to the X group.
Instruments
In order to do the experiment a questionnaire assessing the supervisory
preferences was used, it had 15 questions which had to be answered using a 6 point
Likert scale, being 0 never and 5 always (ANEX 1). It was also used a set of 25 general
history questions different in each session (ANEX 2). They were also provided with
several history books in order to be able to answer those questions. In addition, they
were provided with a different 200 pieces puzzle in each session. Finally, at the end of
the second session they were given a 15 items questionnaire about the perceived
control. It was also answered with a 6 points Likert scale (ANEX 3).
Procedure
Firstly, subjects were divided in two groups with the same number of
participants and the same number of men and women in each experimental condition.
Two different sessions were done with each group. The experiment was carried out in
an empty classroom, both sessions and both groups in the same classroom.
The first group was under a democratic supervision (Y theory). They were given
at the beginning the preferences questionnaire mentioned previously, and then
instructions were given. The instructions were given verbally and were simple, they
had to answer several questions, they could use the history books to answer them if
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they wanted to and they had 15 minutes to answer as many questions as they could.
After that each one was given the questions and a history book and it was up to them
to work as a team or to do it individually. When they finished the cognitive task, they
were given instructions again. The supervisors explained that the second task was a
manual one, this time they had a 200 pieces puzzle and they had 15 minutes again to
complete as much as they could. Again they were not given specific instructions on
how to carry out the task.
In the second session, instructions did not change much, the only difference
was that they were told that there was a competition with another group and that if
they won, they would receive a price. The price consisted on putting a picture of all
them on the classroom (intrinsic motivation). The following instructions and procedure
was the same as in the second session. After this second session they had to complete
the perceived control questionnaire.
In this experimental condition, the supervisors were around all the time in case
they needed help, but they were not controlling their work.
In the second group, during the first session, participants were given the
preferences questionnaire and after that instructions were provided. In this case they
were told that they had to answer several questions in a limited time of 15 minutes,
they were paired up, not having the possibility of choosing their partner and each
couple was given a sheet with the questions on it and a history book which was
obligatory to use. They were also told which questions each couple had to answer and
that they could not talk with the other couples. After this task, they were given
instructions on how to do the puzzle. They were paired up again and told that they had
15 minutes to perform the task and which part of the puzzle was the responsibility of
each couple (ex. One couple had to do the borders, other one the centre…). They were
not allowed to help the others.
During the second session the instructions and procedure were the same as in
the first one except for the fact that they were told that it was a competition between
groups and that if they won, they were going to be given a cake (extrinsic motivation).
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Finally, at the end of the session they had to complete the perceived control
questionnaire.
In this experimental condition, supervisors were constantly controlling the
subjects’ work, making sure that they were using the book to answer the questions,
that each couple was doing the assigned part and that they were not helping each
other.
Results and conclusions
IDENTIFICATION OF LEADERSHIP
Group 1 (Y) Group 2 (X)
Perceived Control
50 30
35 31
48 31
21 35
27 43
41 29
Preference
56 54
67 53
58 59
51 32
41 40
55 36
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A higher punctuation in “Perceived Control” means that the person thinks that
he/she is under Y theory, whereas a low one indicates that the person feels that
he/she is controlled by an X theory management style. In the results obtained we can
observe that people in the Y and X group think that they are conducted in a general X
theory management. This does not correlate to our expectations.
A higher punctuation in “Preference” means that the person is more
comfortable under Y theory, whereas a low one indicates that the person prefers the X
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theory. The results show that in general people in the Y group have a preference for
the Y theory, and people in the X one have a preference for the X theory.
After having done the t – test, we can say that the differences in both perceived
control and preferences between both groups are not statistically significant.
TASKS:
Cognitive Manual
Session 1 (Y) 0,4 0,345
Session 2 (Y) 0,44 0,092
Session 1 (X) 0,36 0,185
Session 2 (X) 0,56 0,102
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Tests of Within-Subjects Effects
Measure:MEASURE_1
Source
Type III Sum of
Squares df Mean Square F Sig.
tarea Sphericity Assumed ,134 1 ,134 8,368 ,063
Greenhouse-Geisser ,134 1,000 ,134 8,368 ,063
Huynh-Feldt ,134 1,000 ,134 8,368 ,063
Lower-bound ,134 1,000 ,134 8,368 ,063
Error(tarea) Sphericity Assumed ,048 3 ,016
Greenhouse-Geisser ,048 3,000 ,016
Huynh-Feldt ,048 3,000 ,016
Lower-bound ,048 3,000 ,016
We can observe a high difference between cognitive and manual tasks. In
theory, challenging tasks (manual) are more motivating than boring ones (cognitive),
what would lead to a better performance (Hackman and Oldham). However, this
statement is not confirmed in the study. The history questions (cognitive) had higher
results than the puzzle (manual). It could be due to a bias in the integration and the
combined interpretation of the different types of results.
It is also interesting that both groups obtained a better performance in
cognitive tasks under motivation; nevertheless, they had higher outcomes without
motivation in manual tasks.
The differences between the cognitive and the manual tasks are not statistically
significant as it shows that the significance of the Greenhouse test is higher than 0.05
(sig. =0.063)
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EFFECTS OF MOTIVATION:
Y THEORY GROUP Session 1 (no motivation) Session 2 (motivation)
Cognitive 0,36 0,56
Manual 0,185 0,102
Y
Tests of Within-Subjects Effects
Measure:MEASURE_1
Source
Type III Sum of
Squares df Mean Square F Sig.
motivacion Sphericity Assumed ,003 1 ,003 ,171 ,750
Greenhouse-Geisser ,003 1,000 ,003 ,171 ,750
Huynh-Feldt ,003 . . . .
Lower-bound ,003 1,000 ,003 ,171 ,750
Error(motivacion) Sphericity Assumed ,020 1 ,020
Greenhouse-Geisser ,020 1,000 ,020
Huynh-Feldt ,020 . .
Lower-bound ,020 1,000 ,020
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The Y Theory group showed an improvement in the results when motivation
was present in the cognitive task, but it was not the same in the case of manual
one.The differences between the first session (without motivation) and the second
session (with motivation) in group Y are not statistically significant as it shows a
significance higher than 0.05 in the Greenhouse test. (sig. =0.75)
X THEORY GROUP
Session 1 (no motivation) Session 2 (motivation)
Cognitive 0,4 0,44
Manual 0,345 0,052
X
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Tests of Within-Subjects Effects
Measure:MEASURE_1
Source
Type III Sum of
Squares df Mean Square F Sig.
motivacion Sphericity Assumed ,011 1 ,011 ,528 ,600
Greenhouse-Geisser ,011 1,000 ,011 ,528 ,600
Huynh-Feldt ,011 . . . .
Lower-bound ,011 1,000 ,011 ,528 ,600
Error(motivacion) Sphericity Assumed ,021 1 ,021
Greenhouse-Geisser ,021 1,000 ,021
Huynh-Feldt ,021 . .
Lower-bound ,021 1,000 ,021
The X Theory group showed an improvement in the results when motivation
was present in the cognitive task, but it was not the same in the case of manual one.
In contrast to the X group, the differences in motivation between manual tasks
were much higher than those between cognitive ones.
Finally, the differences between the results in the first session (without motivation)
and the results in the second session (with motivation) are not statistically significant
as it shows a significance higher than 0.05 in the Greenhouse test (sig. =0.06)
In addition, we obtained some observational data; it is especially relevant in the
case of the Y group. It is remarkable that although they were given the possibility to
work individually, they organized themselves and do both the manual and the
cognitive tasks in group, collaborating. It is also interesting that more social loafing was
observed in this group than in the X group. Two people did not collaborate as much as
they should in both tasks in the Y group while in the X group all participants did the
assigned task.
Conclusions
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We can conclude that none of our hypothesis was confirmed, except the third
one that states that there would be more social loafing in the Y group than in the X
group, this hypothesis was confirmed by the observational data we collected. The
results are not relevant, and it can be because of the low number of groups studied
and the low number of people in each group Another factor that could be the cause of
the irrelevance is that the questionnaire of “Perceived Control” was not adapted to the
situation of the studied groups, maybe because the participants knew the supervisors
or because there were only two sessions. Probably the fact of increasing the number of
sessions would have helped to consolidate the supervisory style and consequently the
perceived control. It would be also important to comment that in order to measure
the efficiency of both cognitive and manual tasks, the results had to be integrated into
a common measurement, and that could have been also a bias in the experiment. It is
also important to remark that the participants knew each other factor that can explain
why they worked as a group in the Y group.
For further investigations more groups should be included as well as more
participants. It may also be important that the participants did not know the
supervisors none the other participants. It would also be interesting to include other
group with no supervision at all (laissez faire style), following Lewin’s proposal.
Another suggestion could be including stronger motivators, such as money and
studying the creativity, by doing more sessions.
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