is.
One of the biggest changes in human resource management is the transition in assumptions made regarding human resources. The conventional Theory ‘X’ assumes most people basically disdain work. It also assumes that workers are less concerned about what they do than how much they are paid for doing it. It also assumes that workers are unable to handle and do not desire employment that encompasses creativity, self-direction or ownership. Theory ‘Y’, in complete contrast, assumes people like work and wish to employ themselves in goals that have meaning. It also views personnel as having untapped reservoirs of creativity, self-direction and ability for ownership that their present positions fail to exploit. Policies also differ between the conventional Theory ‘X’ and the modern Theory ‘Y’, policies which will shape human resource management into the 21st Century. The table below summarizes the differences in policies between Theory ‘X’ and Theory ‘Y’ management:
THEORY ‘X’ POLICIES THEORY ‘Y’ POLICIES
The manager’s basic task is to closely The manager’s basic job is to make use
supervise and control the workers. of untapped human resources.
The manager must break down tasks into The manager must create an environ-
simple, repetitive, easily learned ment in which all associates can contri-
operations. bute to the limits of their ability.
The manager must establish detailed The manager must encourage full
work routines and procedures and participation on important matters,
enforce them firmly but fairly. continually broadening associate
Finally, there are also different expectations held by Theory ‘X’ and Theory ‘Y’ human resource managers when it comes to personnel. Theory ‘X’ managers believe an equitable boss and adequate pay are enough to make workers tolerate work. They also expect that if tasks are simple and workers are closely m...