Accounting technicians scheme west africa
need maybe activated or satisfied at the same time
Download 3.37 Mb. View original pdf
|
- Navigate this page:
- Frustration – regression
| need maybe activated or satisfied at the same time. Based on his theory, Alderfer (1972) formulated two (2) hypotheses, these area) satisfaction – progress, and b) frustration – regress ab Satisfaction – progression - is a hypothesis that states that satisfaction of one level of need encourages concern with the next level. b) Frustration – regression – is a hypothesis that states that if we are continually frustrated in our attempts to satisfy a higher-level need, we may cease to be concerned about that need. However, both Maslow’s hierarchy theory and ERG theory are extremely difficult to test because they involve measuring and tracking individual’s changing needs and fulfilment levels overtime. So far, the limited research on ERG theory has generally been supportive (Steers and Porters, 1996). C) Douglas Mcgregor’s Theory X and Theory Y McGregor understood human motivation using Maslow’s needs theory. He grouped the physiological and safety needs as lower order needs and the social. Esteem and self- actualization needs as ‘upper-order’ needs. McGregor proposed two alternative sets of assumptions about people at work based on which set of needs are the motivators. He proposed a Theory X and Theory Y model to explain basic human traits. Theory X are appropriate for employees motivated by lower-order needs while theory Y are appropriate for employees motivated by higher order needs. These theory may influence the way management think about workers and how to motivate them to work. Assumptions of Theory Xi) The average human being has an inherent dislike of work and will avoid it if he can. ii) People lack ambition and dislike responsibilities iii) Most people must be coerced, controlled, directed or threatened with punishment to get them to expend adequate effort towards the achievement of organisational objectives. iv) The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. 288 Assumptions of Theory Y i) Expenditure of physical and mental effort in work is as natural as play or rest. ii) The average human being does not inherently dislike work, which can be a source of satisfaction. iii) External control and the threat of punishment are not the only means of bringing about effort. People can exercise self-direction to achieve objectives to which they are committed. iv) Commitment to objectives is a result of the rewards associated with their achievement. The most significant of those rewards is satisfaction of the self- actualisation needs. v) The average human being learns, under proper conditions, not only to accept, but to seek, responsibility. Avoidance of responsibility, emphasis on security and low ambition are the result of experience and are not inherent in man’s nature. vi) Capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organisational problems is widely, not narrowly distributed in the population. Implications i) Under conditions of modern industrial life, the intellectual potential of the average human being is only partially utilised. ii) Many people come to the workplace highly motivated to work for the good of the organization and want the feeling of satisfaction fora job well done. This is especially true inhuman services where people select their careers not because of the financial or material gains they expect to make, but because they hope to find fulfillment in helping others. iii) When management creates an oppressive environment or fails to organize the elements of productive enterprise in away that will allow for creative and effective use of energies, employee enthusiasm becomes stifled, and a potentially productive worker can be turned into a clock watcher. iv) McGregor also recognized that not all employees approach work with a sense of excitement and interest. v) However, he believed that it was much more common to find that management has crushed employee enthusiasm than it was to find that employees did not measure up to management challenges. Download 3.37 Mb. Share with your friends:
|