Page 264 - Introduction to Business

238 PART 2 Managing Business Behavior

motivational factors, such as assigning well-defined jobs, managers can influence job
satisfaction. Second, they can minimize job dissatisfaction by improving hygiene fac-
tors such as work conditions and the communication of corporate policies. Consider,
for example, working in the kitchen of a fast-food restaurant. Imagine that there was
no one to clean the kitchen floor, or the air conditioning or exhaust system was not
functioning well. As a student, your primary motive to work at the restaurant is to
earn money to pay expenses for your studies. You will be willing to put up with a not-
so-ideal work environment and remain dissatisfied. However, if management takes
notice of the work environment and has someone periodically clean the kitchen floor
and fixes the air conditioner, you will be less dissatisfied, and you will continue to
work. According to Herzberg’s theory, managers must focus more on motivational
factors—wages and benefits—because they lead to job satisfaction and employee
productivity, customer satisfaction, and corporate profits. To a lesser extent, hygiene
factors should be attended to to minimize job dissatisfaction and prevent quitting.
Herzberg’s motivation-hygiene theory has interesting implications for
employee job satisfaction and productivity. However, research has shown that the
distinction between motivation and hygiene factors is not universal as Herzberg
thought. It is likely that one person’s motivational factor may be another person’s
hygiene factor. There are a number of reasons why this is so—culture, income lev-
els, the type of job, and the general economic environment itself. Despite this
shortcoming, Herzberg’s theory does provide important clues on how to motivate
employees and improve worker productivity.

LEARNING OBJECTIVE 4
Explain why Theories X and Y are totally different from Theory Z.

McGregor’s Theories X and Y

In 1960, Douglas McGregor, an American behavioral scientist and one of Maslow’s
students, set forth Theory X and Theory Y in a study whose goal was to show how
managers perceived employee behavior. McGregor came to the conclusion that
3
managers generally classify workers into two distinct categories with almost oppo-
site traits. Exhibit 7.5 provides a contrast of Theory X and Theory Y, based on
assumptions perceived by management.

EXHIBIT 7.5
McGregor’s Theory X and Theory Y

People’s Traits Theory X Theory Y

Attitude toward work People are lazy. People are hardworking
and diligent.

Degree of supervision People need close People are self-starters
supervision. and seek responsibility.

Degree of inertia People do not like People like to grow
change and have a low professionally and financially.
commitment to work.

Employee prospects People have low potential People are bright with high
to succeed on their own. potential for success.

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