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EMPLOYEE MOTIVATION AND MANAGEMENT STYLE
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EMPLOYEE MOTIVATION AND MANAGEMENT STYLE This research summarizes the results of a review of literature relevant to employee motivation and management style. The style of leadership practiced by an individual is, in effect, the managerial behavior of that individual, and managerial behavior can have profound effects on the performance of the organization. Conversely, the organization, particularly its structure and its mission, may affect the leadership styles adopted by its leaders and managers. The need to motivate members of an organization to perform in a productive manner is a well accepted premise (Rahim, 1983, pp. 368 375). The means by which such motivation is accomplished within organizational structures, however, are subject to disagreement, experiment, and dynamic change (Conrad, 1991, pp. 142 145). Since the mid 1950s, two theories of motivation which have received wide attention and acceptance are those of Maslow and Herzberg (Kimberly and Rottman, 1987, pp. 596 619). While neither of these theories has proven valid in all organizational environments and situations, each has made major contributions to the development of a variety of techniques for the motivation of individuals within organizations. Maslow's motivation theory is called the hierarchy of needs (Kimberly and Rottman, 1987, pp. 596 619). The hierarchy divides human needs into higher and lower classifications, which are referred to as orders. The lower order n
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sible in organizations, will attempt to avoid work. This assumption causes Theory X managers to assume most responsibilities, including decision making, for themselves. The second assumption is that, because most humans dislike work, most people must be coerced, controlled, directed, or threatened with punishment, in order to cause them to expend the effort required to attain organizational objectives. Managers holding such an assumption tend to create highly centralized organizations. The third assumption is that the average human prefers to be directed, wants to avoid responsibility, has little ambition, and desires security above all else. This assumption tends to cause a manager to rely more heavily on autocratic management techniques, than on participation by subordinates in the decision making process.
By contrast with Theory X, Theory Y is a people centered approach (Schilit and Paine, 1987, pp. 160 179). It follows, therefore, that the assumptions implicit in Theory Y will contradict those of Theory X. There are six assumptions implicit in Theory Y, which are as follows:
1. The expenditure of effort in work is as normal as play or rest. Managers holding this assumption are less likely to ex
Category: Business - E
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Schilit Paine, Kimberly Rottman, Schmidt Kipnis, Participative Management, Lenz Engledow, Theory Theory, Trend Participation, MANAGEMENT STYLE, Motivation Organizations, Conrad Charles, participative management, 1987 pp, kimberly rottman, kimberly rottman 1987, rottman 1987, rottman 1987 pp, pp 596 619, 1987 pp 596 619, theory theory, paine 1987, schilit paine, organizational goals, schilit paine 1987, management techniques, 1987 pp 160 179,
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