TIAPS ALB_Module 2B. Managing People

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2B.3.2 McGregor’s Theory X, Theory Y McGregor distinguished between two broadly different approaches by managers to attempt to motivate employees. • Theory X managers assume people are basically lazy and do not like working or taking on additional responsibilities unless there is something to gain personally and so they need to be closely supervised and coerced into completing tasks. This requires an autocratic or transactional style of leadership. • Theory Y managers assume people are inherently conscientious and hard-working. If left alone they will self-direct, being motivated to fulfil their responsibilities. Individuals will naturally seek responsibility and rise to the occasion. This requires a more inclusive or laissez-faire style of leadership with appropriate delegation. In practice, managers may need to adopt some of the assumptions of both Theory X and Theory Y to suit the situation – a “carrot-and-stick approach.” However, Theory Y assumptions support a more enlightened, caring perspective of individuals and an appropriate focus on their well-being and development. 2B.3.3 Vroom’s Expectancy Theory Vroom’s model asserts that individuals focus on the outcome and plan their actions based on their desire for the most favorable personal results. Vroom translated this idea into an equation: Motivation = valence x expectancy x instrumentality • Valence is the level of appeal of the outcome (the reward) to an individual. The higher the appeal, the greater the motivation. Valence is subjective and varies among individuals. It is based on perceived value. • Expectancy is the perceived likelihood that completing the task is achievable. If it seems impossible or too hard given the effort needed, then motivation will be low. • Instrumentality relates to the expected reward from completing the task. The higher the values for each of these variables, the higher the level of motivation. Managers must try to maximize these variables, recognizing the importance of perception and the variability of desired rewards. The relative perceived value of praise, financial bonus, promotion, a pay rise, increased status, additional vacation, and other tangible and intangible benefits must be understood. 2B.3.4 Hertzberg’s Two-Factor Model Hertzberg identified two groups of conditions associated with motivation. • Hygiene factors are those conditions that need to be present. Their absence will demotivate workers, but when they are present, increasing them does not increase motivation. This includes a safe and pleasant working environment, the necessary tools to complete the assigned tasks, policies and procedures, job security, adequate supervision, and convivial relationships. These are similar to the lower order needs in Maslow’s pyramid and Theory X assumptions. 39
• Motivational factors contribute to increasing motivation. Hertzberg identified six of these: achievement, recognition, advancement, work itself, possibilities of personal growth, and responsibility. These are similar to the higher order needs in Maslow’s pyramid and Theory Y assumptions. Managers should be able to distinguish between these two types of factors in optimizing motivation. 2B.3: Reflection What factors are most important for your motivation? Which of these could be described as “hygiene factors”? How do you attempt to maximize the motivation of your team members? What practical steps could you take to increase the motivation of your team members? Consider the top level of Maslow’s hierarchy of needs. What does increasing selfactualization look like for you? What are the long-term motivational factors that drive your behavior? 40
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TIAPS ALB_Module 2B. Managing People

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