Theory X and Theory Y

A person refusing to work (“X”) and a person

cheering the opportunity to work (“Y”)

Theory X and theory Y are theories of human work

motivation and management. They were created by
Douglas McGregor while he was working at the MIT
Sloan School of Management in the 1950’s .
 Theory X and Theory Y

• Theory X explains the importance of heightened

supervision, external rewards, and penalties.
• Theory Y highlights the motivating role of job
satisfaction and encourages workers to approach
task without direct supervision.
 Theory X
• Theory X is based on assumptions regarding the typical worker. This
management style assumes that the typical worker has little ambition,
avoids responsibility, and is individual-goal oriented. In general, Theory
X style managers believe their employees are less intelligent, lazier, and
work solely for a sustainable income. Management believes employees'
work is based on their own self-interest. Managers who believe
employees operate in this manner are more likely to use rewards or
punishments as motivation. Due to these assumptions, Theory X
concludes the typical workforce operates more efficiently under a
hands-on approach to management. Theory X managers believe all
actions should be traceable to the individual responsible. This allows the
individual to receive either a direct reward or a reprimand, depending
on the outcome's positive or negative nature. This managerial style is
more effective when used in a workforce that is not essentially
motivated to perform.
 Two Approaches for Theory X
• The hard approach depends on close supervision, intimidation, and
immediate punishment. This approach can potentially yield a
hostile, minimally cooperative workforce that may cause
resentment towards management. Managers are always looking for
mistakes from employees, because they do not trust their
work. Theory X is a "we versus they" approach, meaning it is the
management versus the employees.
• The soft approach is characterized by leniency and less strict rules
in hopes for creating high workplace morale and cooperative
employees. Implementing a system that is too soft could result in
an entitled, low-output workforce. McGregor believes both ends of
the spectrum are too extreme for efficient real-world application.
Instead, McGregor feels that an approach located in the middle
would be the most effective implementation of Theory X.
 Theory Y
• Theory Y managers assume employees are internally motivated, enjoy their job,
and work to better themselves without a direct reward in return. These managers
view their employees as one of the most valuable assets to the company, driving
the internal workings of the corporation. Employees additionally tend to take
full responsibility for their work and do not need close supervision to create a
quality product. It is important to note, however, that before an employee carries
out their task, they must first obtain the manager's approval. This ensures work
stays efficient, productive, and in-line with company standards.
• Theory Y managers gravitate towards relating to the worker on a more personal
level, as opposed to a more conductive and teaching-based relationship. As a
result, Theory Y followers may have a better relationship with their boss, creating a
healthier atmosphere in the workplace. In comparison to Theory X, Theory Y
incorporates a pseudo-democratic environment to the workforce. This allows the
employee to design, construct, and publish their work in a timely manner in co-
ordinance to their workload and projects.
 References
• "Douglas M. McGregor". iwer.mit.edu. Retrieved 2018-04-11.
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• ^ Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). "C2 Re-Envisioned: the Future of the
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• https://en.wikipedia.org/wiki/Theory_X_and_Theory_Y