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...

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,…