Generally, theory X is the assumption that employees dislike work, are lazy, dislikeresponsibility and must be coerced to perform.Theory Y is the assumption that employees like work, are creative, seek responsibilityand can exercise self-direction.This theory was based onMaslow's hierarchy of needswhere he (Mc Gregor) groupedMaslow’s hierarchy into “lower order" (Theory X) needs and "higher order" (Theory Y)needs. He suggested that management could use either set of needs to motivateemployees subject to their characteristics and theory of description.
II.Statement of the problem
Improving performance at work is the essence of management. Even if the rightequipment, skills and organizational framework are in place, the employees must bewilling to work. Motivation is required if employees are to successfully undertake thetasks that contribute to the achievements of organizational objectives. This motivation isdefined as the force that energizes behavior, gives direction to that behavior and underliesits tendency to persist. It is a set of attitudes and values that influence a person to act in aspecific goal-directed manner. Motivating therefore is a process of arousing andsustaining goal-directed behavior induced by the expectation of satisfying individualneeds. At the core of motivation is human needs satisfaction. In assuming that “lower order” needs motivate individual behavior, theory X can do very little to harness the
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Theory Y - a set of assumptions of how tomanage individualsmotivated by higher orderneedsTheory X
a set of assumptions of how tomanage individualsmotivated by lower orderneeds