Showing papers on "Theory X and Theory Y published in 2003"

Applying self-determination theory to organizational research

Abstract: In this chapter we argue that self-determination theory (SDT; Deci & Ryan, 2000) provides a useful conceptual tool for organizational researchers, one that complements traditional work motivation theories. First, we review SDT, showing that it has gone far beyond the “intrinsic versus extrinsic motivation” dichotomy with which it began. Then we show how the theory might be applied to better understand a variety of organizational phenomena, including the positive effects of transformational leadership, the nature of “true” goal-commitment, the determinants of employees’ training motivation, and the positive impact of certain human resource practices. We note that SDT may yield significant new understanding of work motivation, and suggest opportunities to refine the theory for research on work-related phenomena.

Organizational Web Sites: Web Site Content and Style as Determinants of Organizational Attraction

Abstract: Organizational web sites have become a primary source of information for job seekers. To date, no research has attempted to determine which aspects of organizational web sites most influence job-seeker attraction to an organization. The current paper reports the results of two studies that examined how perceptions of organizational web site content (compensation, organizational culture, and training opportunities) and style (aesthetics and usability) influence organizational attraction. The present findings demonstrate that both the content and style of organizational web sites are important precursors of organizational attraction. These findings are discussed both in terms of their practical implications for designing effective recruitment web sites and their implications for future empirical work on organizational recruitment activities.

Are chameleons good citizens? a longitudinal study of the relationship between self monitoring and organizational citizenship behavior

Abstract: In this study the relationship between self-monitoring and organizational citizenship behavior (OCB) was examined longitudinally among professional and managerial employees of a federal government research laboratory. Supervisory ratings of subordinates' OCBs were collected and matched with 172 subordinates' self-ratings of self-monitoring, job satisfaction, organizational commitment, perceived organizational support, and perceptions of job characteristics. One year later, supervisory ratings of subordinates' OCBs were again collected. Support was found for the hypothesis that individuals high in self-monitoring are more likely to perform OCBs which are other-directed. Implications for management and future research are discussed.

Organizational Commitment in the Military: A Discussion of Theory and Practice

Abstract: It is both a pleasure and a challenge to discuss the body of work that appears in this issue of Military Psychology. Taken together, it encompasses a wide scope, both substantively and methodologic...

On the 'Organizational Identity' Metaphor

Abstract: This article reviews and evaluates the heuristic status of 'organizational identity' as a metaphor for the generation of knowledge about the subject that it supposedly illuminates. This is done by drawing out the general uses and utility of metaphors within organizational theory and research, on the basis of which the article assesses the 'organizational identity' metaphor with the objective of providing insight into whether this particular metaphor is warranted and has any heuristic value for our understanding of organizational life.

A Kind Word for Theory X: Or Why So Many Newfangled Management Techniques Quickly Fail

Abstract: Forty-three years ago, Douglas McGregor’s The Human Side of Enterprise offered managers a new assumption of management (Theory Y), which would be more effective than what he considered then-current management assumptions (Theory X). While McGregor’s Theory Y model has been widely adopted in management literature as the preferred model, Theory X management still persists in practice. Moreover, many efforts to introduce management initiatives based on Theory Y have failed to reform the workplace or worker attitudes. While most explanations of these failures focus on training, implementation, or sabotage, this article proposes several defects in Theory Y that have contributed to these failures. Theory Y is based upon an incomplete theory of human motivation that erroneously assumes that all people are creative (and want to be creative) in the same way. Important research by Michael Kirton presents a different model of creativity that explains the failure of Theory Y and justifies Theory X as an important managerial theory and strategy. Theory X persists not because of circumstances or the nature of particular jobs, but because different people have personalities that respond to Theory X management better than to Theory Y management.

The application of some principles for organizational design based on innovation and knowledge creation

Abstract: Coping with the environmental dynamics and complexity are the actual challenges for the organizational design area. Some new techniques, methodologies and principles are being tested to solve some emerging problems. The teamwork approach, the processes orientation, and the competences models could highlight it. The consolidation of the application of these solutions is emerging like a grounded theory. Some syntheses are built to explain the all interrelated basis, as it could be found in the Organizational Theory in the approaches of Knowledge Management, Competences Theory and Organizational Learning. Based on these frameworks some models are created to explain some features of the organizational dynamics, as it could be seen in the decision based models. This work deals with some aspects of the organizational behavior in a sense of a structural perspective. The final result will be a model synthesized by a set of organizational design principles, whose conception will use the intervening characteristic of some organizational variables that could help to construct a new rationality for organizational design. The principles will be applied in the conception of an organizational redesign project of a Developmental Non Governmental Organization (DNGO), and it will be shown the guiding principles of the design process, and the structure and areas that are bounding their conception and implementation. It will be shown the framework that oriented the design process, the real design process and contents of the organizational design.

The role of organizational professionals in the conscious evolution of business and society

Abstract: This article explores the role of organizational professionals in the evolutionary development of business. Such professionals are currently defined in the fields of human resources development, organizational development and human performance improvement as executive and strategic coaches, training professionals and consultants. Their work seeks to improve the human systems on which organizational processes depend. This article explores (a) areas of convergence and divergence among these fields; (b) how these professions might contribute to the conscious evolution of humane, sustainable and viable organizational cultures; and (c) the challenges and issues these professions must effectively address.

Organizational learning, knowledge management and institutional theory

Abstract: Organisational learning and knowledge management are claimed to represent the major competitive advantage of many organisations. This paper examines the links between the two concepts to explain the knowledge management process in terms of institutional theory. Knowledge management suggests change will be the result of rational choice: institutional theory suggests that change may be irrational. The paper suggests that coercive and voluntary isomorphism can interact with both explicit and tacit knowledge to affect change.

The Tendency of Research on Leader-member Exchange Theory

Abstract: In recent years,Leader member Exchange Theory (LMX) has become a hot topic of leadership theory.In this article a comprehensive review of the development of the theory is made,and the current situation of LMX research is outlined on the organizational level,including the relationship between LMX and other factors,such as organizational performance,organizational justice,organizational support and subordinates' satisfaction.At the end,the new tendency of the LMX research is explored.

Manager's Role in Recruiting, Motivating and Retaining Employees in Latvia

Abstract: After regaining independence, Latvia has accomplished a lot in terms of reforms and education in the field of human resource management of public sector. However, there are several serious problems that need to be solved, such as, lack of motivation and recognition of public employees; low pay; problems to attract and retain employees. That is why it was interesting to find out what do employees value when it comes to recruitment, motivation and retention. In addition, what is the manager's role in these processes. Literature represents the American experience in human resource management. McGregor's Theory X and Theory Y as it explain two different kinds of managers and their impact on employee motivation was used as a basis for research. Actions that should be undertaken in order to better recruit, motivate and retain employees were discussed. Data support the hypothesis which states that fair recruitment meaning selection decisions, are based on job related rather than subjective and potentially discriminatory reasons and is significant in explaining employee's job satisfaction. The second hypothesis statement assumes that open communication and delegation of authority will motivate and retain employees. Regression analysis showed that these two variables do not explain motivation and retention best but data supported the assumption that training possibilities have a significant positive impact on employee motivation.