cameron and green making-sense-of-change-management

The underpinning theoryclose supervision. Theory Y stated that human beings generally have aneed and a desire to work, and given the right environment are more thanwilling to contribute to the organization’s success. McGregor’s researchappeared to show that those managers who exhibited Theory Y beliefswere more successful in eliciting good performance from their people.Frederick Herzberg also investigated what motivated workers to givetheir best performance. He was an American clinical psychologist whosuggested that workers have two sets of drives or motivators: a desire toavoid pain or deprivation (hygiene factors) and a desire to learn and develop(motivators). (See Table 1.3.) His work throughout the 1950s and 1960ssuggested that many organizations provided the former but not the latter.Table 1.3Herzberg’s motivating factorsHygiene factorsPayCompany policyQuality of supervision/managementWorking relationsWorking conditionsStatusSecurityMotivatorsAchievementRecognitionResponsibilityAdvancementLearningThe type and nature of the workSource: adapted from Herzberg (1968)An important insight of his was that the hygiene factors did not motivateworkers, but that their withdrawal would demotivate the workforce.Although later research has not fully replicated his findings, Herzberg’sseminal One more time: How do you motivate employees? (1968) has generatedmore reprints than any other Harvard Business Review article.STOP AND THINK!Q 1.3Q 1.4Q 1.5What are the underlying assumptions built into the behaviouristphilosophy, and how do they compare to McGregor’s theories?In a change programme based on the behaviourist approach,what added insights would Herzberg’s ideas bring?If one of your team members is not good at giving presentations,how would you address this using behaviourist ideas?24