User icon An illustration of a person's head and chest. Sign up Log in. Web icon An illustration of a computer application window Wayback Machine Texts icon An illustration of an open book. Books Video icon An illustration of two cells of a film strip. Video Audio icon An illustration of an audio speaker. Audio Software icon An illustration of a 3. Software Images icon An illustration of two photographs.
Images Donate icon An illustration of a heart shape Donate Ellipses icon An illustration of text ellipses. EMBED for wordpress. According to this view, management must actively intervene to get things done.
McGregor recognized that X-Type workers are in fact usually the minority, and yet in mass organizations, such as large scale production environment, X Theory management may be required and can be unavoidable. On the other hand, theory Y expounds a participative style of management that is de-centralized. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility.
Barford, Ian N. The number of hypothesis was 30, among them 11 were found to be statistically significant. Theory Y does assign different levels of importance and partially assigns different levels of happiness to the five motivational factors examined in this study: responsibilities, compensation, work environment, advancement potential, and free time.
Advancement potential and free time were rated the highest factors when compared to Theory X and Baby Boomers. Due to limited availability of workforce members, sample size was small. It challenges them to innovate, to discover new ways of organizing and directing human effort.
It is one of the primal theories on human motivation. According to the theory a human have five needs which are; 1. Physiological Needs 2. Safety Needs 3. Social Belongingness Needs 4. Esteem Needs 5. Self-actualization Needs Figure: Maslow's Hierarchy of Needs In his theory Maslow stated that these needs are similar to levels and lower needs take priority. One cannot move on from one level to the next one unless the previous needs are met. Physiological needs are the basic needs of a human such as food, drink, shelter, warmth, sleep etc.
Once these needs are met one moves on to the next level which is safety y needs. Security, order, law, stability, etc. Then comes social needs and they are more related to human psychology than physiology. Family, friendship, intimacy, affection, love etc. Esteem means valuing oneself. In this level one wants to be respected, admired, recognized.
Achievement, mastery, independence, status, dominance, prestige, managerial responsibilities are part of this level. After completing all the previous levels one reaches the final level of this pyramid which is self- actualization. Realizing personal potential, self-fulfillment, seeking personal growth and peak experiences are part of self-actualization. Just like at home a person have the same kinds of need at workplace.
If their needs meet they give much effort to the work they are doing. That is the physiological needs of an employee. After a certain period the employee wants to get recognized in the organization. Chapter 3 Conclusion To sum up, managers are continually challenged to motivate a workforce to work towards helping the organization achieve its goals along with achieving their own personal goals.
The structure allows Vol. Addi- tionally, appendices provide lengthy lists of companies and associations which can assist in employee motivation reward programs. Since strategies have been culled from organizations, they are assumed to be successful and workable.
There is surprisingly little attention to providing neces- sary information for implementation of ideas. Also, descriptions are generally very brief, failing to explain how or why strategies work. Since organizations using the strategy are named, readers could attempt to contact them for specifics.
Having indicated major weaknesses inherent in brief descriptions, attention should also be given to a number of strengths in this work. First, Nelson provides an extremely large number of suggested tactics. Often failure to uncover new ideas for you organization is a major limiting factor in program innovation. Sheer numbers available here will likely lead to fruitful ideas.
Two small section discuss no-cost and low-cost rewards. Additionally, other sections, which are generally organized around type of reward, offer strategies with various levels of financial cost and time commitment. Third, while the title suggests the book is written specifically for employees of for-profit organizations, many of the suggestions are equally feasible for staff and volunteers of not-for-profit organizations.
This is particularly important because many not-for-profit organizations have an extremely small public relations staff. Ideas in this book can substitute for ideas generated by coworkers. Many public relations professionals attend meetings or participate in computer discussion groups to gather ideas from colleagues. Nelson has taken various ideas for motivation and created a fine reference manual.
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