Theory X and Theory Y delves into work motivation of human resource. As established by Douglas McGregor in 1950s, the two theories offer a contrasting workforce model that can be applied by the management in manning human resource, organizational behaviors, development, and communication. Theory X has an emphasis on productivity while restricting reward. As an authoritarian style, it focuses on counteracting human tendency to avoid working. On the other hand, Theory Y delves stresses the ability of people to exercise self-control and directive while working to achieve set out objectives as long as they are committed to the aims. Both Theories, X and Y, offer management skills that can be imposed on workers, where each can suit the specific working environment, and if applied wrongly, it can result in low productivity.
First, both theories can be applied to an individual employee depending on a person’s personality. In regard to Theory X, it bases its reasoning on the fact that a person is work-shy and would need prodding every time to work. Well, this could not be the case for all. For example, in a workstation of ten people, it is not strange to find that there is someone who needs to be pushed around to do something. However, if used unanimously for all employees, it may result in a chaotic relationship since some people would not be at ease with being pushed around to work. Likewise, theory Y would work best for those who need minimal supervision.
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Self-prophecy, according to psychologists, is a belief that comes true as intrigued by fact that the actions can get positive feedback based on beliefs and behaviors ( Kristensen, 2015) . Based on four chief proponents of self-fulfilling prophecies such as our actions, others actions, our belief, and other beliefs, one's actions can impact a belief. Theory X will come to play if the actions of one employee are substandard and prodding will come into action. Also, others actions towards us can reinforce one’s beliefs. For example, if others believe that you can work under minimal supervision, so be it; the Theory Y will be used against him or her. Self-fulfilling prophecy, also known as Pygmalion Effect, depends on four effects: Cause, impact, reinforcement, and influence.
Change management can be applied to an individual or organization to effect organizational objectives. Depending on the target within a given period of time, both theories can be applied wholly to either an individual or an entire team ( Lawter, Kopelman & Prottas, 2015). For example, Theory X may come into play when a firm is facing hard times, and workers can come into consensus with the management to work hand in hand to achieve specific objectives. Sometimes, the work may seem to flow, and there would be no need to shove around workers to accomplish tasks. As a result, the management would shift to theory Y, which is characterized by minimal supervision and job delegations.
Even though both Theory X and Theory Y would fit an individual application, it can as well be applied to the entire organization depending on the situation, especially when change management may come into effect. Both theories, as proposed by McGregor, offer a self-fulfilling prophecy in which either the beliefs or actions of either others or ourselves, can trigger the use of Theory X or Y. Also, a looming condition in the workplace can trigger the need to apply the theories. The urgencies may include the urge to increase productivity and any other situation. Conclusively, it would be wrong to write off any theory, especially considering management of human resources, communication, development, and behaviors.
References
Kristensen, A. R. (2015). The Human Side of Enterprise, D. McGregor. McGraw-Hill, New York (1960/2006), 471 pp.
Lawter, L., Kopelman, R. J., & Prottas, D. J. (2015). McGregor's Theory X/Y and job performance: A multilevel, multi-source analysis.
