Douglas McGregor

s Theory X and Theory Y

Two distinct views of human beings: Theory X (basically negative) and Theory Y (positive).
Managers used a set of assumptions based on their view The assumptions molded their behavior toward employees

No empirical evidence to support this theory.

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Theory X, Theory Y
X Employees dislike work and must be directed or even coerced in order to perform it Y- Employees are self motivated, view it as any natural thing Y is more important , participation, responsible work, good relationships are approaches

6. Vroom s Expectancy Theory

The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual. Expectancy of performance success Instrumentality of success in getting reward Valuation of the reward in employees eyes

See E X H I B I T 7-7
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 The most commonly used and widely accepted theory of motivation is Victor Vrooms Expectancy Theory. Individuals have expectations, that is why motivated This theory argues that the strength of a tendency to act in a certain way is dependent on the strength of the expectation that they will receive a given outcome and that the outcome is desired.

Theory focuses on three relationships

1)Effort performance relationship-perception of individual that his effort will lead to performance 2) Performance - reward relationship degree to which individual believes that his performance leads to rewards 3)Rewards personal goals relationship degree to which organizational rewards satisfy the individual s personal goals or needs

Individual effort

Individual performance

Organizational rewards

Personal goals

Job Design Approaches to Motivation

Job Design: Changing the content or process of a specific job to increase job satisfaction and performance Motivational strategies: Job Rotation moving

Job Enrichment building achievement, recognition, responsibility, and

advancement into the work

employees from one specialized job to another Job Enlargement putting more variety into a job

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 Job rotation involves moving employees from one specialized job to another. The purpose of job rotation is to give employees greater variety in their work. Workers are able to perform two or more separate jobs on a rotating basis. GE and Verizon have a program like this for the MBA level new hires. They move them around the country so they can get exposed to various aspects of the business. Advantages include greater worker flexibility and easier scheduling. Job enlargement involves putting more variety into a workers job by combining specialized tasks of comparable difficulty. Job enlargement is also called horizontal loading. By itself, job enlargement does not have a significant and lasting positive impact on job performance.

 Job enrichment is the practical application of Herzberg's motivator-hygiene theory of job satisfaction and involves modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement. Job enrichment is also called vertical loading.