This research describes and explains a research design to test an hypothesis related to organizational motivation and management style. The hypothesis is stated as follows:
It is hypothesized that, to effectively motivate employees in contemporary organizations, a Theory Y management style incorporated into a participatory structure is required.
The research will be a field experiment, in that it will be conducted within a functioning organization as opposed to a laboratory or other contrived environment. As opposed to a true experiment, the research to be conducted will be a quasi experimental design. The quasi experimental design is desirable, because, within the environment of a functioning organization, subject selection poses problems. In this particular research, the major drawback to a true experimental design is the requirement for the random assignment of subjects to experimental conditions. While it is feasible within the participating organization to expose different groups of subjects to different conditions, the random assignment of subjects to different groups is not feasible.
Within the context of quasi experimental designs, the research to be conducted will be a nonequivalent control group design. Within this design framework, two organizational sub units will be selected to participate in the research. These two organizational sub units will be of approximately the same numerical strength, of functional similarity (both will be involved in shop floor production), with comparable productivity experiences, and will be led by sub unit managers whose managerial style may be accurately described as Theory X in character.
One of these two organizational sub units will be designated as the control group, while the second will be designated as the experimental group. A pretest will be administered to the members of each group to measure the attitudes towards organizational objectives and
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