This third article on motivation in the finishing and coating industry starts with a reflection on your part.
Jim CastigliaSo, here’s the question: What do you really think of your employees?
Your thoughtful answer to this specific question really matters, so spend a few moments now really considering the question. Nobody’s checking, so be as honest with yourself as possible.
This month’s study will introduce you to a third founding father of motivation theory, Douglas McGregor.
McGregor developed the “Theory X” and “Theory Y” of motivation theory. He published his book, The Human Side of Enterprise, in 1960.
He asserted that what was most important in motivation was the manager’s (anyone leading an organization at any level who’s responsible for producing results) view of employees.
Read Part I here and Part II here.
Theory X
McGregor labeled managers with a generally negative view of employees as Theory X managers. That negative viewpoint consisted of the following ideas:
- Employees are lazy
- They dislike working, and their work
- They lack motivation
- Therefore, they must be led by rewards and/or punishment (KITA-kick in the ass).
Theory X managers tend to be authoritarian leaders who micromanage their people to ensure that production goals and objectives are met on set timetables.
Their focus is productivity and output.
Theory Y
McGregor labeled managers with a generally positive view of employees as Theory Y managers. That positive viewpoint consisted of the following ideas:
- Employees take pride in their work and their accomplishments
- They like challenges and want to be challenged
- They are self-motivated
- They will practice self-direction
- They will utilize self-control in the achievement of company goals.
Theory Y managers tend to use more participative management strategies, give people lots of autonomy, involve their people in decision-making, and avoid micro-managing by setting the right direction and then unleashing employees’ creativity.
Out of Thin Air?
McGregor wasn’t just having a beer one night and then thought, “I wonder what motivates employees?”
Think about America in the 1950s. It was after the Second World War, American industry was growing at breakneck speeds, the highway system was established and funded by the Eisenhower Administration (i.e., people could more easily move to where the jobs were), and the middle class was exploding. Good-paying jobs were abundant.
McGregor wanted to know why were so many people still dissatisfied, even though their money and retirement needs were met. In studying the situation, he found that the feeling of accomplishment was essential. If that was missing, meeting only these lower-level needs (refer to the first two articles in this series) didn’t provide job satisfaction.
What is Motivation?
Keep in mind that motivation is a state of mind. By definition, a motive is a reason for doing something, especially one that’s hidden or not obvious!
Neither Theory X nor Theory Y is right nor wrong for your particular organization. It may depend on the work and the needs of your company. Theory X seems to work well for more mechanistic organizations, whereas Theory Y is for more organic organizations where people can work from home and exercise more autonomy.
Maybe a blend of the two might work well for you.
Assignment
Use these articles and the ones coming up in the next few months to deepen your expertise about motivation and what can and will motivate your employees.
From this article, carefully consider your own (hidden?) ideas about your people. Do you practice a more authoritarian approach or participative approach? Is your approach working?
I think that’s an important question.
Jim Castiglia is the founder of Business Street Fighter Consulting and supports entrepreneurial business owners in their desire to grow and maximize the value of their business. He can be reached by email at JimC@BSF.consulting or by phone at 919.263.1256. Visit www.BSF.consulting
