There are two highly plausible reasons why prior research has not empirically supported McGregor's (1960) Theoiy X and Theoiy Y (or, for brevity, Theoiy XA7) with regard to job performance. Yet, McGregor's (1960) assumption that employees perform better under managers who advance self-direction and self-motivation is widelyaccepted and espoused by managers in organizations and management writers. However, the impact between X/Y attitudes and job performance has never been empirically substantiated. Miner (2003) found that McGregor's (1957 1960/1985 1966 1967) (hereafter, for brevity, cited as McGregor, 1960) Theory X and Theory Y was tied for second place as the most well-known theory in organizational behavior out of the universe of 73 theories. More than forty years later, Miner (2003) surveyed subject matter experts (past presidents of the Academy of Management and editors and journal review board members of two prominent publications, AMJ and AMR), to ascertain their familiarity with and their rated importance (theoretical utility and practical relevance) of 73 organizational behavior (broadly defined) theories. McGregor's ideas about Theory X and Theory Y were first articulated in his article, "The Human Side of Enterprise," (McGregor, 1957) and were expanded upon in his book with the same title (McGregor, 1960). " is discovered, explored for a while, and then usually abandoned when the going gets rough or uninteresting." (Ring, 1967: 120)
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |