Running Head: OBJECTIVE 1 THEORETICAL FOUNDATIONS
Objective 1- Theoretical foundations
Professional Entry
Andreas Konstantinou
McDaniel College
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Artifact 1 has been a catalyst for my professional development since it increased my
understanding of the human side of enterprise, or simply, how management and organizations
view their employees through the lens of McGregor’s X and Y Theory. These two theories
involve negative and positive stereotyping of employee attributes, correlated to the degree of
motivation and the character of employees that may stigmatize thus have detrimental effects on
their professional development and their future within the organization. Furthermore, the artifact
denotes Maslow’s hierarchy of needs in terms of motivating employees at work, and its cyclical
pattern of need prioritizing.
Looking back at McGregor’s Theories X and Y, I recognize the importance of having a
reference point through which to categorize employees strictly observing their motivational
polarity. Nevertheless, I understand that generalizing and viewing employees in this
monochromatic tone is the wrong approach to employee and organizational development.
Namely Theory X is constructed around the notion that employees are motivated by monetary
compensation, and job security, while they are individuals that generally dislike their work, are
resistant to change, and are thus ineffective. On the opposite end, Theory Y explains that
employee’s own intrinsic strive for personal growth and enhancement aligns with organizational
excellence goals. Such individuals are viewed as self directed, responsible, and effective.
McGregor’s theories are therefore used to explain employees in terms of their motivation, in two
broad “black and white” categories.
It would be a fallacy for any individual to believe, especially a human resources
development professional, that all employees can be categorized in two broad segments, or
dichotomies, of motivation. Rather, individuals may fall in each of McGregor’s theories X and
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Y on a day to day basis, depending on factors that may be affecting them in their personal and
professional lives.
The artifact further explores the five stages of motivation as they pertain to employees
psychological, safety, social, ego, and self-fulfillment based on Maslow’s hierarchy of needs.
McGregor explains that soon after one need is met; it is soon replaced by another, following a
cyclical pattern, characterized as an unending process that extends throughout an individual’s
life. The rationalization that employees are no longer fulfilled or motivated by a need that has
been already satisfied is drawn by the artifact, while compensation is used to meet those primary
psychological and safety needs.
Martocchio (2011) explains that most voluntary behavior that individuals exhibit,
including work, is driven by some expectation of outcome. The basis of such a social exchange
is depicted through the employment relationship as an economic exchange of employee
contribution in return for employer inducements. An employee therefore offers his services to an
employer in turn for compensation.
Organizations offer a variety of compensation packages to attract and retain talented
employees in exchange for their services. Compensation includes monetary and non-monetary
incentives like wages and employee benefits. Such benefits may include legally required
benefits like Social Security, Workers compensation, Family and medical leave, and Medicare;
or other discretionary benefits like medical insurance, paid time off, retirement plans, family
assistance programs, and accommodation and enhancement programs.
Charney and Conway (2005) explain that learning organizations recognize the need
their employees have for continues learning and growth and provide them with ample
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opportunities for personal enhancement that in turn strengthens the viability of the organization.
It is logical to assume that such organizations understand that employee needs are satisfied
through means beyond the incentives of monetary compensation. Employee motivation is fueled
in such learning organizations by learning opportunities and through training initiatives designed
to enhance the skill, knowledge, and abilities of their labor force.
As a Human Resources professional, I understand that an organization would benefit by
being aware of McGregor’s Theories X and Y, and the stages of individual motivation as they
apply to Maslow’s hierarchy of needs, in order to be able motivate and effectively utilize their
full employee potential. It is nevertheless important to refrain from generalizing and
stereotyping our employees into broad groups to avoid stigmatism and conflict. Employers
should instead provide them with the opportunity to learn and grow within their work
environment. In exchange for the opportunity to grow within an organization employees will
provide their loyal services and increased participation. It is evident to me that understanding
employees’ weaknesses should be followed by making attempts to fix the identified
shortcomings instead of accepting them as the reality of our workforce.
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Resources
Charney, C. & Conway, K. (2005). The trainers tool kit (2 nd ed.). New York, NY: American
Management Association.
Cummings, T. G. & Worley, C. G (2009). Organization development & change (9th ed.).
Mason, OH: South-Western Cengage Learning.
McGregor, D. M. (1957). The human side of enterprise. In Ott, J. S. Parkes, S. J. Simpson, R. B.
(2008). Organizational behavior (4th ed.). Belmont, CA: Thompson-Wadsworth.
Thomas, R. (1991). Beyond race and gender: Unleashing the power of your total work force by
managing diversity. New York, NY: American Management Association.