X, theory
DESCRIPTION
A theory of human motivation that views individuals as inherently lazy and selfish.
A theory of human motivation that views individuals as inherently lazy and selfish.
KEY INSIGHTS
Developed as one of two competing theories by McGregor (1960), with the other theory being theory Y (see Y, theory), theory X views individuals as uninterested in work and eager to avoid responsibility. Based upon a pessimistic view of human nature, the theory provides a basis for a set of management practices for workforce motivation that includes the use of a more authoritarian management style, close supervision, and comprehensive controls where there is a threat of punishment for undesirable behaviors. Organizations adopting a theory X perspective are generally command-and-control organizations, where compliance is achieved through a combination of employee rewards and punishments. While many employee behaviors and corresponding management practices are not as extreme as those characterized by theory X, the theory nevertheless is influential in facilitating managements’ understanding of the scope and range of management practice.
Developed as one of two competing theories by McGregor (1960), with the other theory being theory Y (see Y, theory), theory X views individuals as uninterested in work and eager to avoid responsibility. Based upon a pessimistic view of human nature, the theory provides a basis for a set of management practices for workforce motivation that includes the use of a more authoritarian management style, close supervision, and comprehensive controls where there is a threat of punishment for undesirable behaviors. Organizations adopting a theory X perspective are generally command-and-control organizations, where compliance is achieved through a combination of employee rewards and punishments. While many employee behaviors and corresponding management practices are not as extreme as those characterized by theory X, the theory nevertheless is influential in facilitating managements’ understanding of the scope and range of management practice.
KEYWORDS Employee motivation, management practice
IMPLICATIONS
While many managers and employees discount the extreme views advocated by theory X, understanding the perspective can be beneficial to evaluate current and desired marketing management practices in an organization. Whether a marketing manager is seeking to evaluate a prospective organization with which to work or manage the firm’s marketing workforce, greater knowledge of the theory can help in identifying and understanding pessimistic management perceptions of employees at the very least.
While many managers and employees discount the extreme views advocated by theory X, understanding the perspective can be beneficial to evaluate current and desired marketing management practices in an organization. Whether a marketing manager is seeking to evaluate a prospective organization with which to work or manage the firm’s marketing workforce, greater knowledge of the theory can help in identifying and understanding pessimistic management perceptions of employees at the very least.
APPLICATION AREAS AND FURTHER READINGS
Marketing Management
Sirgy, M. Joseph (1991). ‘Quality-of-Life Studies in Marketing and Management: An Overview,’ Journal of Business and Psychology, 6(1), September, 3–7.
Sirgy, M. Joseph (1991). ‘Quality-of-Life Studies in Marketing and Management: An Overview,’ Journal of Business and Psychology, 6(1), September, 3–7.
Buijs, J. (1998). ‘Viewpoint: Towards a New Theory X,’ Creativity and Innovation Management, 7(1), 17–22.
International Marketing
Herbig, P., and Genestre, A. (1997). ‘International Motivational Differences,’ Management Decision, 35(7–8), 562–569.
Herbig, P., and Genestre, A. (1997). ‘International Motivational Differences,’ Management Decision, 35(7–8), 562–569.
BIBLIOGRAPHY
McGregor, Douglas (1960). The Human Side of Enterprise. New York: McGraw-Hill.
McGregor, Douglas (1960). The Human Side of Enterprise. New York: McGraw-Hill.
McGregor, Douglas (1966). Leadership and Motivation. Cambridge, Mass.: MIT Press.
X-generation see generational marketing