Y, theory
DESCRIPTION
A theory of human motivation that views individuals as innately productive and cooperative.
A theory of human motivation that views individuals as innately productive and cooperative.
KEY INSIGHTS
Developed as one of two competing theories by McGregor (1960), with the other theory being theory X (see X, theory), theory Y views individuals as motivated, ambitious, and eager to accept responsibility and exercise self-control and self-direction. Based upon an optimistic view of human nature, the theory provides a basis for a set of management practices for workforce motivation that includes striving to remove barriers that prevent workers from reaching their full potential and providing conditions that give employees freedom to be their best. While most employee behaviors and corresponding management practices do not reach such an extreme as that characterized by theory Y, the theory nevertheless is influential through its incorporation into other management theories, practices, and styles which can be described in many other ways including hard vs. soft and tough vs. lenient. Organizations characterized as theory Y organizations, for example, can be described as relatively loose and free, where control is achieved through voluntary compliance that is gained through persuasion and affiliation.
Developed as one of two competing theories by McGregor (1960), with the other theory being theory X (see X, theory), theory Y views individuals as motivated, ambitious, and eager to accept responsibility and exercise self-control and self-direction. Based upon an optimistic view of human nature, the theory provides a basis for a set of management practices for workforce motivation that includes striving to remove barriers that prevent workers from reaching their full potential and providing conditions that give employees freedom to be their best. While most employee behaviors and corresponding management practices do not reach such an extreme as that characterized by theory Y, the theory nevertheless is influential through its incorporation into other management theories, practices, and styles which can be described in many other ways including hard vs. soft and tough vs. lenient. Organizations characterized as theory Y organizations, for example, can be described as relatively loose and free, where control is achieved through voluntary compliance that is gained through persuasion and affiliation.
KEYWORDS Employee motivation, management practice
IMPLICATIONS
Marketing managers involved in the development and implementation of management practices that seek to make the most of employees’ full potential may benefit from an understanding of the principles and concepts associated with theory Y. While the theory Y view is characteristically extreme, an understanding of theory nevertheless enables the marketer to assess better its positive contribution to the development of beneficial marketing management practice.
Marketing managers involved in the development and implementation of management practices that seek to make the most of employees’ full potential may benefit from an understanding of the principles and concepts associated with theory Y. While the theory Y view is characteristically extreme, an understanding of theory nevertheless enables the marketer to assess better its positive contribution to the development of beneficial marketing management practice.
APPLICATION AREAS AND FURTHER READINGS
Marketing Strategy
Urban, Glen L. (2003). ‘The Trust Imperative,’ MIT Sloan Working Paper, No. 4302-03, March. Available at SSRN: http://ssrn.com/abstract=400421.
Urban, Glen L. (2003). ‘The Trust Imperative,’ MIT Sloan Working Paper, No. 4302-03, March. Available at SSRN: http://ssrn.com/abstract=400421.
Marketing Management
Willmott, H. (1993). ‘Strength is Ignorance; Slavery is Freedom: Managing Culture in Modern Organizations,’ Journal of Management Studies (Oxford), 30(4), 515–552.
Willmott, H. (1993). ‘Strength is Ignorance; Slavery is Freedom: Managing Culture in Modern Organizations,’ Journal of Management Studies (Oxford), 30(4), 515–552.
International Marketing
Oh, Tai K. (1976). ‘Theory Y in the People’s Republic of China,’ California Management Review, 19(2), Winter, 77.
Oh, Tai K. (1976). ‘Theory Y in the People’s Republic of China,’ California Management Review, 19(2), Winter, 77.
BIBLIOGRAPHY
McGregor, Douglas (1960). The Human Side of Enterprise. New York: McGraw-Hill.
McGregor, Douglas (1966). Leadership and Motivation. Cambridge, Mass.: MIT Press.
McGregor, Douglas (1960). The Human Side of Enterprise. New York: McGraw-Hill.
McGregor, Douglas (1966). Leadership and Motivation. Cambridge, Mass.: MIT Press.
Y-generation see generational marketing
yellow goods see goods
yellow goods see goods