References Introduction
McGregor has developed a
theory of motivation on the basis assumptions connecting to human behavior. function
of motivating individuals involves certain hypothesis about human nature.
Theory X and theory Y are two sets of hypotheses about the nature of
people (Aina, 2014).
Figure 04: McGregor’s Hygiene Theories X and Y
Application
of Alderfer's ERG Theory to Construction Industry
According
to (Kim et al., 2015), Safe working conditions is the most
important physiological factor in construction industry. In relatedness needs,
Relationship with colleagues and relationship with managers are not the most
important factors affect to the construction workers. But in some countries
like Philippine, Vietnamese relatively factor is higher importance than workers
from other countries. In construction industry, high probability that the
employees can regress to lower level Existence needs and satisfy through only
salary and other benefits. Construction workers considered timely payment is
more important than amount of pay. About the growth need the work force of the
construction industry not considered about that. But professionals who were
work in the industry mostly considered about growth need compare to the
workforce (Kim et al., 2015. As a construction organization it is
very important to balanced and focused on fulfillment of these three needs. Theory X
This is based on
assumptions regarding the typical employee. This assumes individuals who
dislike work and avoid it where possible, individuals who lack ambition dislike
responsibility and leading, Individuals who wish security (Hattangadi,
2014). Management believes employees work is based on their own self-interest.
To achieve the organization objectives managements, imply the Theory X.
Managers believe employees working in this style are more interesting on
rewards or punishments as motivation (Sunita, 2012).
Theory Y
Managers assume
employees are internally motivated, interested with their job and work to well
themselves without any direct reward. Managers consider their employees as most
valuable assets to the company (Anna B Parkin, Tutesigensi and Büyükalp,
2009). Theory Y managers try to promote employee’s self-esteem, confidence,
happiness, achievement, respect of others, and respect by others. To create a
working environment or culture, where employees can develop their creativity is
the challenge to the managers (Hattangadi, 2014).
Application of Theory X
and Y to Construction Industry
According to
the Aiyetan and Olotuah (2006), In construction industry work force (labor
force) basically dislike and avoid works whenever possible. Because most labors
not interested about their works, So, construction organizations have to be
closely supervised with site supervisors, site engineers and implies with
punishment to reach their objectives (Aina, 2014). Most labors and labor
team leaders are not capable of solving problems. So, site supervisors and site
engineers have to direct them. Most labors have limited intelligent
potential (Aiyetan and Olotuah, 2006).
In construction industry
professionals find work as natural and developed an attitude from the works
based on their experience with it. Professionals who works in projects will
work voluntarily toward organizational objectives to which they committed. So,
no need to imply the punishments (Aiyetan and Olotuah, 2006). Professional
employees who works in construction organizations have protentional to solve
the disputes resolution (Aina, 2014).
Reference
Aina, O. O. (2014)
‘Application of Motivation Theories in the Construction Industry’, 16(7), pp.
1–6.
Aiyetan, A. O. and
Olotuah, A. O. (2006) ‘Impact of motivation on worker’s productivity in the
Nigerian construction industry’, Association of Researchers in
Construction Management, ARCOM 2006 - Procs 22nd Annual ARCOM Conference,
1(September), pp. 239–248.
Anna B Parkin,
Tutesigensi, A. and Büyükalp, A. I. (2009) ‘MOTIVATION AMONG CONSTRUCTION
WORKERS’.
Hattangadi, V. (2014)
‘Theory X & Theory Y’, 2(4), pp. 20–21.
Sunita, M. S. (2012)
‘EMPLOYEE ’ S MOTIVATION : THEORIES AND PERSPECTIVES’, 1(2), pp. 56–64.
