Motivation through Theory X&Y from a Project Management perspective
Contents |
Abstract
In the 1950s large-scale, complex, and interdisciplinary projects emerged. Along with the new trend in project format, new materials, procedures, and methods were developed to support the success of these [1]. Thus, paving the way for projects to be more focused on the Socio-technical aspects and the importance of soft skills [1].
As projects have continued to become more complicated, this has proven the project manager's importance in leading projects to success [2]. A project manager may have the necessary skills to guide a project team through various project stages and project life cycles, nevertheless team motivation is an essential element of a successful project [3]. Thus, making the ability to motivate a team an important leadership skill for project managers [2].
The idea that a manager’s attitude has an impact on employee motivation was initially suggested by Douglas Murray McGregor (1906-1964), a Professor of Management at the MIT Sloan School of Management in the late 1930’s and 1940’s [4]. In 1960, McGregor released the book, The Human Side of Enterprise, which presented two theories on how mangers perceive and approach employee motivation [4]. The two antagonistic motivational methods are referred to as Theory X and Theory Y and splits corporate thinking into two camps in their embodiment of attitudes and assumptions [4].
The purpose of this article is to help project managers of small project teams understand their role and possibilities in motivating employees through Theory X and Theory Y. The article will start by introducing the big idea of Theory X and Y, including initiation and framework of the two theories both regarding management assumptions of employee behavior and McGregor’s identified relevant application approaches. The article will then outline possible applications of the approaches from Theory X and Theory Y for motivation in small project teams. Lastly the article will reflect on the limitation of the two theories proposed by McGregor and the presented application.
Big Idea
Application:
Limitations
Annotated figures and tables
The following list provides sources for used figures and tables in this article:
- Last name, First name (Year): Title
- - Comment.
Annotated bibliography
The following list provides resources for further research and study on Theory X and Y:
- Last name, First name (Year): Title
- - Comment.
References
- ↑ 1.0 1.1 Zûst, R. & Troxler, P. (2006). Communication. No More Muddling Through – Master Compelx Projects in Engineering and Management. p. 1. Published by Springer Netherlands. ISBN: 978-1-4020-5018-3.
- ↑ 2.0 2.1 Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), Chap. 3. Project Management Institute, Inc. (PMI). Retrieved from: https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management.
- ↑ Schmid, B., Adams, J. Motivation in Project Management: The Project Manager’s Perspective. [1]. Project Management Journal. Issue published: June 1, 2008. Volume: 39, issue: 2, p. 60-71.
- ↑ 4.0 4.1 4.2 MIT Institute for Work and Employment Research: Douglas M. McGregor. [2]. Accessed 13-02-2021.
