Motivational Theorists
McGregor:
Believed it was possible to categorise the reasons why people work and their attitude to
responsibility.
He coined the terms Theory X and Theory Y to describe these categories of worker.
Theory X suggests that workers are lazy and reluctant to work. Theory Y on the other hand
states that workers prefer autonomy and responsibility and gain a sense of achievement
from their work.
Theory X Theory Y
Workers are lazy. Workers and keen.
Workers need pushed. Workers work on their own.
Workers avoid responsibility. Workers seek responsibility.
Workers have no initiative. Workers seek to show initiative.
Workers respond to threats. Workers respond to rewards.
Workers are motivated by money. Workers have a range of different needs.
This work was based on Maslow’s theory and suggested that Theory X workers are those
who would appear at the lower levels of the hierarchy, whereas Theory Y workers would
appear at the top levels.
From a motivational perspective, if workers are thought to fall under the Theory X category,
then the only way to get them to perform is to use coercion and threats. This method is
often referred to as the stick approach. The major problem with adopting this method of
management is that management needs to be very careful not to break employment laws
or company-wide agreements.
Theory Y would take the opposite approach and allow workers to get on with the job,
creating a culture where they will get involved in the work and make valid contributions.
Studies have shown that managers tend to see themselves as Theory Y workers and their
subordinates as Theory X workers. However, in practice their behaviour is close to Theory X.
Furthermore, there appears to be a link between Theory X and Theory Y and an employee’s
position on the organisational chart. Workers lower down the chain tend to be more
motivated by things such as money than workers who are higher up the chain.
Herzberg’s Two Factor Theory:
In 1966 Herzberg analysed the job attitudes accountants and engineers who were asked to
describe when they had felt positive or negative at work and the reasons why.
Split into two categories, which he labelled Motivators and Hygiene Factors.
Motivator Factors:
Are those that give workers job satisfaction. If they are effective, then they can
motivate an individual to improve their performance and effort.
Examples include: Status, opportunity for advancement, gaining recognition,
responsibility, challenging/stimulating work and sense of personal achievement and
personal growth in a job.
Hygiene Factors:
If these are absent they can cause dissatisfaction with work. If these factors are
improved, dissatisfaction in the workplace should be reduced. However, it is important
to note that hygiene factors alone are not likely to motivate an individual.
McGregor:
Believed it was possible to categorise the reasons why people work and their attitude to
responsibility.
He coined the terms Theory X and Theory Y to describe these categories of worker.
Theory X suggests that workers are lazy and reluctant to work. Theory Y on the other hand
states that workers prefer autonomy and responsibility and gain a sense of achievement
from their work.
Theory X Theory Y
Workers are lazy. Workers and keen.
Workers need pushed. Workers work on their own.
Workers avoid responsibility. Workers seek responsibility.
Workers have no initiative. Workers seek to show initiative.
Workers respond to threats. Workers respond to rewards.
Workers are motivated by money. Workers have a range of different needs.
This work was based on Maslow’s theory and suggested that Theory X workers are those
who would appear at the lower levels of the hierarchy, whereas Theory Y workers would
appear at the top levels.
From a motivational perspective, if workers are thought to fall under the Theory X category,
then the only way to get them to perform is to use coercion and threats. This method is
often referred to as the stick approach. The major problem with adopting this method of
management is that management needs to be very careful not to break employment laws
or company-wide agreements.
Theory Y would take the opposite approach and allow workers to get on with the job,
creating a culture where they will get involved in the work and make valid contributions.
Studies have shown that managers tend to see themselves as Theory Y workers and their
subordinates as Theory X workers. However, in practice their behaviour is close to Theory X.
Furthermore, there appears to be a link between Theory X and Theory Y and an employee’s
position on the organisational chart. Workers lower down the chain tend to be more
motivated by things such as money than workers who are higher up the chain.
Herzberg’s Two Factor Theory:
In 1966 Herzberg analysed the job attitudes accountants and engineers who were asked to
describe when they had felt positive or negative at work and the reasons why.
Split into two categories, which he labelled Motivators and Hygiene Factors.
Motivator Factors:
Are those that give workers job satisfaction. If they are effective, then they can
motivate an individual to improve their performance and effort.
Examples include: Status, opportunity for advancement, gaining recognition,
responsibility, challenging/stimulating work and sense of personal achievement and
personal growth in a job.
Hygiene Factors:
If these are absent they can cause dissatisfaction with work. If these factors are
improved, dissatisfaction in the workplace should be reduced. However, it is important
to note that hygiene factors alone are not likely to motivate an individual.
