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Question: Douglas Murray McGregor’s (1960) X and Y theory contributed the notion of selffulfilling prophecies in reference to the human-side of enterprise and economics. This is where a manager with a deeply held or inherent belief about the typical/ fundamental nature or characteristics of their subordinates. Understanding and acknowledging these underlying beliefs can help predict how a manager will likely respond to employees in the workplace – offering context for their actions. Source: Werner, A., Botha, C., Ngalo, O., Poisat, P., Van Hoek, L., Chinyamurindi, W., & Dodd,N.2021. Human Resource Management. 11th Revised edition. South Africa: Oxford University Press. 3.1A Human Resource Management (HRM) practitioner utilising McGregor’s (1960) X and Y theory to understand these underlying beliefs could help predict how a manager will structure their delegations and communication in the workplace. Describe the five (5) negative and five (5) positive influential assumptions outlined by McGregor (1960) in your courseware. (10 marks)Douglas Murray McGregor’s (1960) X and Y theory contributed the notion of selffulfilling prophecies in reference to the human-side of enterprise and economics. This is where a manager with a deeply held or inherent belief about the typical/ fundamental nature or characteristics of their subordinates. Understanding and acknowledging these underlying beliefs can help predict how a manager will likely respond to employees in the workplace – offering context for their actions. Source: Werner, A., Botha, C., Ngalo, O., Poisat, P., Van Hoek, L., Chinyamurindi, W., & Dodd,N.2021. Human Resource Management. 11th Revised edition. South Africa: Oxford University Press. 3.1A Human Resource Management (HRM) practitioner utilising McGregor’s (1960) X and Y theory to understand these underlying beliefs could help predict how a manager will structure their delegations and communication in the workplace. Describe the five (5) negative and five (5) positive influential assumptions outlined by McGregor (1960) in your courseware. (10 marks)
McGregor's Theory X and Theory Y provide a framework of how managers tend to view their employees, which in turn influences their management style. Theory X comprises negative assumptions, and Theory Y consists of positive assumptions. Theory X (negative assumptions): 1. Employees inherently dislike work and will avoid it if possible, so they need to be coerced or controlled. 2. Most employees lack ambition, avoid responsibility, and prioritize security over all other work aspects. 3. Employees are self-centered, indifferent to organizational needs, and resist change. 4. Most employees are gullible and unintelligent. 5. Employees value their individual needs and goals more than the team's or organization's goals. Theory Y (positive assumptions): 1. Employees can view their work as natural or as restful as play if they are passionate about what they do. 2. Employees can self-direct and self-control if they are committed to achieving the objectives. 3. The average person can learn to accept, even seek responsibility. 4. The ability to make innovative decisions is widely distributed throughout the population and is not necessarily the sole preserve of those in management positions. 5. Employees are likely to be motivated by both intrinsic factors (e.g., recognition, self-development) and extrinsic factors (e.g., salary, benefits). Though not all managers will unequivocally fall into either Theory X or Theory Y, these general assumptions can help predict a manager’s approach to handling their team. The assumptions under each theory have implications for how managers view human nature and behavior at work. Understanding these can help HRM practitioners tailor their strategies to specific workplace contexts.
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