Mcgregor\'s Theory X And Y: Douglas Mcgregor

McGregor's Theory X and Y:

Douglas McGregor developed Theory X and Theory Y as models in behavioral science approach after assessing the existing theories regarding people's behavior at when working. The theories, which have become significant concepts in understanding individuals' behaviors, describe two opposing opinions regarding human behavior at work. McGregor introduced these theories in mid-1940s and became one of the most famous behavioral theorists because of his significant contributions to the emerging field of organizational development. While he introduced these theories following his examination of the existing concepts, McGregor's contributions were also informed by his experiences. During this period, the theorist had worked as a service station attendant and taught at various universities including Harvard in several subjects like industrial management and psychology. This article examines the importance of these theories in the criminal justice field through the use of various sources whose credibility is based on their contributions to the criminal justice field.

Theory X and Theory Y:

When formulating these theories, McGregor challenged the common principles of management and organization that were established in the organization functions (Cronkhite, 2007, p.48). Generally, McGregor's theories about employee motivation were influenced by Maslow though they portray different perceptions regarding people and management. These theories mainly focused on describing the relationship between a person in a supervisory job and employees. Therefore, Theory X and Theory Y by Douglas McGregor can be considered as concepts that highlight human motivation. As one of the major advocates of democratic and humane management, McGregor tested his concepts of democratic management at Antioch College where he served as president.

During these tests, he discovered that every management decision or action is usually based on certain assumptions regarding human behavior. This contributed to his choice of the name of the theories as the simplest terms to express them. Theory X, which is associated with scientific management, states that employees are intrinsically lazy because they tend to dislike work. As a result, workers must be given orders, coerced, threatened, or constantly supervised in order to assume responsibility for their own jobs. This theory is widely linked to the military model since its command control-centered and dependent on coercive actions, negative underpinning, and punishment (Kania & Davis, 2011, p.83).

In contrast, Theory Y is associated with human relations or positive view, which argues that workers have an intrinsic initiative. In this case, employees will carry out activities that are above and beyond their job requirements and contribute as much as their supervisors (Hall, 2003). As a cooperative work and teamwork model, this theory is dependent on real motivation through self-actualization. Under this theory, the worker view his/her job as natural, which enables him/her to exercise self-direction and self-control.

Similarities and Differences between Theory X and Theory Y:

While Theory X and Theory Y represent different kinds of management and describe different opinions regarding people's behaviors at work, they have certain similarities. First, these theories were introduced based on assessment of existing theories and mainly influenced by Maslow's work. Secondly, both theories assume that the management is responsible for the organization's major productive elements.

However, there are numerous differences between the two theories since they are geared towards demonstrating different aspects of management. First, Theory X is used by autocratic managers while Theory Y is used by laissez-faire and democratic managers (Peak, 2010, p.48). This implies that Theory X managers maintain the conventional perceptions of control and direction whereas Theory Y managers assume the opposite perception of the worker. Secondly, Theory X is based on a military or command control oriented model while Theory Y is based on teamwork and cooperative work model. Third, these theories differ in their assumptions about individuals' behavior at work, which contributes to two opposing perspectives.

Theory X and Theory Y in Criminal Justice Administration:

McGregor's Theory X and Y are applicable to modern employees since there are certain situations that require the use of either models of management. The applicability of these theories on current day workers is evident in the fact that none is preferable over the other. Actually, while McGregor was advocating for Theory Y, there are several studies that have indicated the existence of successful managers who use Theory X model.

For criminal justice organizations, the understanding of the similarities and differences between Theory X and Theory Y demonstrates that these concepts are effective in different management models. Criminal justice organizations should not prefer using either of these theories over the other because of the different perspectives of leadership they portray. This implies that criminal justice agencies should use either of these styles depending on the specific leadership situation. However, these organizations should examine the situational factors in order to determine the most effective style to use in the specific leadership decision. The application of these theories in varying situations has contributed to the emergence of several ideas like reality leadership, situational leadership, and contingency management.

Stojkovic, Kalinich & Klofas (2007), state that McGregor's Theory X and Y are widely used in criminal justice organizations (p.120). However, there is need for increased attention to Theory Y since Theory X has been the conventional norm in criminal justice organizations. Theory Y should receive more attention in the criminal justice field from those interested in motivation of criminal justice personnel.

Criminal justice personnel and organizations could benefit from McGregor's theories because of the explanations of human behavior. One of the major benefits of these theories to criminal justice personnel and organization is that they demonstrate the definite link between employees' job satisfaction and management style. The relationship is demonstrated through the different assumptions underlying each theory and the different management style. Secondly, the theories benefit the criminal justice field by showing the importance of a supportive management system in enhancing the satisfaction of criminal justice personnel. The supportive management system contributes to increased social support, job satisfaction, and locus of control while lessening stress levels and increasing commitment to work. For instance, correctional supervisors have demonstrated decreased levels of stress and increased commitment to their jobs in criminal justice facilities with supportive management systems.