CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The
theory x and theory y are the theories propounded by douglas Mcgregor when
he stated that some assumptions are made about man at work that retarded the
development of the organization. The assumption he called theory x and theory
y.for theory x the assumption are that the average man dislike work and must be
coerced, directed and controlled in order to do his work. He can be made to
contribute to the achievement of organizational objective only by threatening
the satisfaction of his physiological and security needs. He seeks security and
wishes to avoid responsibility for decision. For theory y he states that the
ordinary man enjoys work just as he enjoys play and rest. He will assume
responsibility quite freely, exercise self direction and self control, that
organisations based upon the assumptions
of theory y would operate differently from organisations based on theory
x. such organisations would readily distribute responsibility widely among its
managers and would want an individual to be involved consciously in relation
affecting what he does and what others are doing and would want the individual to participate in setting
goals for himself and for the organization. In other words, the individual
would under the new assumptions, want to assume responsibility and the
challenge for performance criteria. So theory y
applied to the function of planning would give what is called management
by objective involving participatory management rather than management by
control.
The
understanding of the theory x and theory will enhance the right application of
motivational policies for optimal staff performance .an organization operating
with the assumption of theory x assumes that the ordinary man dislikes work so
he must be coerced. Here theory x require a concentrated and high level of motivational policy that will be
tailored driven to the needs of the organizational members such motivational
policy should spur the workers to begin
to like their work and perform maximally. For theory y the case is the opposite
here the worker is assumed to like work and is willing to take responsibility
without being coerced. He enjoys work just as he enjoys play and rest, he will
exercise self direction and self control.
Here it is assumed that an organization under theory y shall adopt a set of
motivational mix that also appeals to their level of needs motivating the staff
for optimal performance seem easier with delegation and appropriate motivational
policies that are employee driven. Therefore the research seek to provide an
appraisal of theory x and theory y and the effect on motivational policies.
1.2 STATEMENT OF THE
PROBLEM
THEORY X AND THEORY Y are two distinct theories with different
applications, while thery x assumes that the ordinary worker dislike work and
would not like to take responsibility ,the theory y assumes that the ordinary
worker Likes work just as he like play and would accept responsibility . many
organization do not realize this operating circumstances which exist in
virtually every organization in
developing economies like Nigeria.
An
understanding of this conditions enhances the adoption and application of the
right motivational policies but this not the case. So when the wrong
motivational policies are in place it is difficult to derive the best and
optimal performance from the workers. Therefore the problem confronting this
research is to provide an appraisal of theory x and y and the effect on
motivational policies with a case study
of juliu berger plc
1.3 RESEARCH QUESTION
What
is the nature of theory x and y and the effect on motivational policies
What
is the nature of theory x and y and the effect on motivational policies in
Julius berger plc
1.4 OBJECTIVES OF THE
RESEARCH
To determine the nature and effect of theory x
and y on motivational policies of the
organization.
To
determine the effect of theory x and y
on the motivational policies of Julius berger plc.
1.5 SIGNIFICANCE OF THE
STUDY
The
study shall enhance the adoption and application of the right motivational
policies in the organization. It shall also serve a useful source of
information to managers and organisations.
1.6 STATEMENT OF HYPOTHESIS
1 Ho Staff performance in Julius berger plc is low
Hi Staff performance in Julius berger plc is high
2 Ho Theory x and y does not apply to Julius berger plc
Ho Theory x and y applies to Julius berger plc
3 Ho Effect of theory x and y on motivational policies is not significant
Hi Effect of theory x and y on
motivational policies is significant
1.7 SCOPE OF THE STUDY
The study profer
an appraisal of theory x and
y and the effect on motivational
policies
With a case study of
Julius berger plc.
1.8 DEFINITION OF TERMS
THEORY X AND Y
The
theory x and theory y are the theories propounded by douglas Mcgregor
when he stated that some assumptions are made about man at work that
retarded the development of the organization. The assumption he called theory x
and theory y.for theory x the assumption are that the average man dislike work
and must be coerced, directed and controlled in order to do his work.He can be
made to contribute to the achievement of
organizational objective only by threatening the satisfaction of his
physiological and security needs. He seeks security and wishes to avoid
responsibility for decision. For theory y he states that the ordinary man enjoys work just as he enjoys play and Rest.
He will assume responsibility quite freely, exercise self direction and self
control, that organisations based uponthe assumptions of theory y would operate differently from
organisations based on theory x.
PERFORMANCE APPRAISAL
Performance appraisal (PA) is that part of the
performance management process in which an employee’s contribution to the
organization, during a specific period is assessed. According to Mullins
(2002), the underlying objective of PA, is to improve the performance of the
individual employee, thereby leading to improvement in the performance of the
organization as a whole. PA is one of the ranges of tools that can be used to
manage performance effectively, in that it provides data which feeds into other
elements of the performance management process. As noted by Mathis and Jackson
(2008), a PA system is often the link between additional pay and rewards that
employees receive, and their job performance.
Motivation
Armstrong
(2012) defines motivation as the force that energizes, directs, and sustains
behaviour. It is concerned with the strength and direction of behavior, and the
factors that influence people to behave in certain ways. Mathis and Jackson
(2008) view motivation as the desire within a person that causes that person to
act in order to reach a goal. Robbin (2000), offered a specific work-related
definition of motivation as the willingness to exert high levels of effort
towards organizational goals, conditioned by the effort and ability to satisfy some
individual need. Roy (2001) defined work motivation as a process of energizing
employees to the work goals through a specific path.
Essay appraisal method
In this technique, the assessor writes a brief
essay providing an assessment of
the strengths, weaknesses and potential of the
subject. In order to do so objectively, it is necessary that the assessor knows
the subject well and should have interacted with them. Since the length and
contents of the essay vary between assessors, essay ratings are difficult to
compare. Again, this technique requires considerable
time and thinking to write something meaningful for
all subordinates. The rater must be very observant in order to 'get enough
information to write on each employee. If
the manager is a weak writer, his employee may get
weak rating.
Graphic rating scale
A graphic scale assesses a person on the quality of
his or her work (such as; average; above average; outstanding; or
unsatisfactory). Assessment here could also be trait centred and cover observable
traits, such as reliability, adaptability, communication skills, quantity and
quality of work, job knowledge, cooperativeness, dependability, initiative,
industriousness, attitude, judgment etc. For managerial
positions, typical qualities include analytical
ability, judgement, leadership, creative ability, initiative, knowledge of
work, and emotional ability etc. At the end of the form,
there is a section for general remarks and
suggestions for future actions
.Although graphic scales seem simplistic in
construction, they have application in a wide variety of job responsibilities
and are more consistent and reliable in comparison with essay appraisal. The
utility of this technique can be enhanced by using it in conjunction with the
essay appraisal technique. This technique is very
common in many organisations in Nigeria.
Field review method
Since
individual assessors differ in their standards, they inadvertently introduce
bias in their ratings. To overcome this assessor related bias, essay and
graphic rating techniques can be combined in a systematic review process. In
the field review method, a member of the Human Resource Management (HRM) staff
may meet a small group of assessors from the supervisory units to discuss each
rating, systematically identifying areas of inter assessor disagreement. It can
then
be a mechanism to help each assessor to perceive the standards uniformly and
thus match the other assessors. Although field review assessment is considered
valid and reliable; it is very time consuming.
