Theory X and Theory Y: Which Enhances the Staff’s Performance Better? Essay

Introduction: McGregor and His Theories

Enhancing the employees’ performance is a challenging task. The theories that McGregor (Hess, 2012) came up with can be deemed as rather promising, yet there is a huge gap between them in terms of the tools applied and the general concept deployed. Although Theory X has been used in the criminology department for quite a long, it needs to be mixed with Theory Y so that the staff members could be enthusiastic about their job and excel in it.

Theory X and Theory Y: Comparison

Although both theories are aimed at improving motivation rates among the staff members, there are a plethora of details that set the two frameworks apart.

Similarities: Goals to Be Attained

Both theories are aimed at improving the rates of enthusiasm among the staff member and addressing the factors that inhibit the increase in the latter’s productivity (Jex & Britt, 2014). A detailed analysis of the workplace environment and the tools for assessing the current state of entrepreneurship are the two primary characteristics that the approaches under analysis share.

Differences: Motivation Tools

There are, however, a plethora of features that set the above approaches apart. First and most obvious, the premises for each strategy need to be mentioned. By definition, Theory X suggests that the staff members do not like their job, whereas Theory Y does not. The above detail defines the tools suggested by both approaches to address the motivation issues.

Seeing that Theory X does not presume that the staff members may enjoy their job, its methods of control are considerably tougher than those of Theory Y. Particularly, Theory X promotes the idea of using both positive and negative reinforcement approaches. In other words, it implies the development of a punishment system along with the reward one. Theory Y, on the other hand, suggests that the managers should include as many tools for positive reinforcement as possible including not only financial incentives but also public appraisals (Heldman, 2015).

Finally, Theory Y is based on a participatory approach, inviting all employees to contribute to the management process. Theory X, on the other hand, is a specimen of authoritative leadership, where little initiative is possible.

McGregor’s Theories in Criminology and Beyond

An overview of the criminal justice domain will show that Theory X has been used as the primary tool for maintaining the staff’s performance rates consistently high (Kessler, 2013). The reasons behind the given phenomenon are quite understandable – a police department has comparatively little time to develop an elaborate strategy and a set of rewards that will encourage the staff to contribute to the completion of the essential tasks.

However, studies have shown that the people working in the realm of criminal justice also need rewards and encouragement as much as any other employee (Kelly, 2015). At this point, Theory Y factors in as the primary tool for making the process of complying with the current criminal justice system. By proving to the representatives of criminal justice that their work is appreciated and that their efforts make the world a better place, one is likely to motivate the staff members to a considerably greater extent than merely carrying out the policy of the authoritative leadership (Stojkovic, Kalinich, & Klofas, 2014).

It can be suggested, therefore, that a strategy based on flexible use of both approaches should be suggested as the solution to the dilemma in question. As soon as the staff members realize that their contribution to the process of maintaining the criminal justice standards is appreciated, a rapid increase in their efficacy due to a significant increase in their motivation rates is expected. However, to execute control over the members of the police department and the related institutions, one will have to adopt the strategy based on Theory X.

Present-Day Applicability

Because of the harsh environment, which it sets for the staff members, Theory X seems to be losing its significance and taking a backseat to Theory Y. However, dismissing Theory X along with every single postulate that it is based on would be wrong, especially in the environment of criminal justice. There may be instances in which the staff members dislike their jobs; therefore, the emotions of the organization members should be taken into account to enhance staff satisfaction rates. In other words, while Theory Y should remain superior, the adoption of Theory X should also be viewed as a possibility when combined with theory Y.

Benefits for Criminal Justice Personnel and Organizations

Both theories contribute to the economic benefit of organizations as they increase the staff’s performance rates, yet the outcomes of the approaches are different as far as the long-term application is concerned. Although Theory X facilitates the environment for achieving the organization’s goals faster, it finally triggers an immense drop in the employees’ satisfaction rates. As a result, the motivation of the staff drops greatly along with their performance. Thus, numerous instances of workplace burnout among employees and a major drop in staff retention rates can be expected, leading to numerous disadvantages for both the company and the people working for it. Theory Y, on the other hand, allows for not only improving the employees’ motivation rates but also the promotion of professional growth among them (Goodstein & MacKenzie, 2013).

Conclusion: The Art of Motivating Personnel

The process of motivation is very tricky as it requires a balanced approach of encouragement and the introduction of a rigid set of requirements. The specified issue is especially complicated in the realm of criminal justice as the latter requires complying with the existing guidelines to the T. However, a careful combination of the two strategies will help enhance the employees’ performance rates significantly.

Reference List

Goodstein, L., & MacKenzie, D. L. (2013). The American prison: Issues in research and policy. New York, NY: Springer Science & Business Media.

Heldman, K. (2015). PMP project management professional exam deluxe study guide. New York, NY: John Wiley & Sons.

Hess, E. D. (2012). Learn or die: Using science to build a leading-edge learning organization. New York, NY: Columbia University Press.

Jex, S. M., & Britt, T. W. (2014). Organizational psychology: A scientist-practitioner approach. New York, NY: John Wiley & Sons.

Kelly, W. R. (2015). Criminal justice at the crossroads: Transforming crime and punishment. New York, NY: Columbia University Press.

Kessler, E. H. (2013). Encyclopedia of management theory. Thousand Oaks, CA: SAGE.

Stojkovic, S., Kalinich, D., & Klofas, J. (2014). Criminal justice organizations: Administration and management. Boston, MA: Cengage Learning.