How Mayo, Maslow, Hertzberg and McGregor management theories differ from each other

Spend some time researching the theorists, Mayo, Maslow, Hertzberg and McGregor, then choose the theory you find most relevant for developing your personal management style.

Elton Mayo worked as a professor of Industrial Research at Harvard University. He is known for his work on the Hawthorne Studies where it was demonstrated that workers are not machines and that how they are treated, as well as their working environment are important for organizational success. When workers are treated in a good way it can drive performance levels (Mulder, P. 2017).

 Maslow’s theory is a need hierarchy model. He believed that people’s behaviors are goal oriented and that by motivating people, they in effect is directing goal behaviors. Needs are the driving force in human behaviors, and they can be handled and tracked purposely through motivation. There are five needs which include; self-actualization, esteem needs, social needs, security needs and physiological needs. Self-actualization is the highest need and cannot be achieved until the other four are achieved. (Juneja, P. n.d)

Frederick Herzberg a behavioral scientist espoused a two-factor theory, known as hygiene and motivational factors. The hygiene factors are extrinsic to a job, but the worker expects them to be present in order to feel satisfied at the workplace. These include such things as pay, company policies and job security to name a few. The motivational factors are intrinsic, psychological in nature and gives a sense of satisfaction. Motivational factors include recognition, sense of achievement, growth and promotional opportunities, responsibility and meaningfulness of the work (Juneja, P. n.d).

Douglas McGregor theory deals with motivation and is called Theory X and Theory Y management. It operates under the assumption that the main function of an organization is to organize resources such as people to meet organizational goals. Theory X consist mostly of negative assumptions about workers. McGregor believes in a steady supply of motivation and this is more likely to take place with Theory Y. Theory Y includes higher level needs such as self esteem and self-actualization which are ongoing needs that require constant motivation and are more likely to align organizational goals with personal goals.

The theory I find most relevant for developing my personal management style is that of Elton Mayo. Mayo focused on the human aspects of the workers and believed that when workers are treated good it drives performance. My management style is one of engagement. The engagement leadership style supports employee’s empowerment in a transformational context that is focused on change with a high level of engagement and commitment (Dulewicz, V and Higgs, M. 2005). I believe in empowering employees and allowing them to drive the changes necessary within the organization.

Identify the characteristics of an effective performance management system and explain how the theory that you find most relevant deals with those characteristics.

Performance management is a consistent measurement of results and efficacy of services or programs (Saxena, S. 2010). Some characteristics of an effective performance system are; strategic and context congruence, thoroughness, practicality, meaningfulness, specificity, identification of effective and ineffective performance, reliability, acceptability and fairness, inclusiveness, openness, standardization and ethicality (Aquinis, H. 2009).

Elton Mayo’s theory that focused on workers and their environment -- I think is most relevant to those characteristics. Mayo believed that work is a group activity and that when workers are noticed by using the organizational structure to motivate them the greatest positive impact on productivity is made (Juneja, P. n.d ).

Discuss how your management style jives with an effective Performance Management System

My management style is of a participatory nature; getting employees involved in their professional goals and aligning it with that of the organization. Effective performance management system encourages such things as meaningfulness, openness, acceptability, fairness and inclusiveness. By allowing employees to be involved in the decision-making process gives them a sense of empowerment that leads to an optimistic and open work environment (Iqbal, N. Anwar, S, Haider, N. 2015).

Discuss what you believe to be the most important characteristics of an effective coach or mentor and why you believe these characteristics to be most critical. Discuss how these characteristics are supported in literature

Daniel Goleman (2000) in the article, Leadership That gets Results states that effective coaching allows leaders to help employees identify their unique strength and weaknesses, employees are able to tie their personal and career goals to organizational goals and develop a plan to achieve them, managers are able to make agreements with employees about their roles and responsibilities and give regular feedbacks. Leonard Kimberlee (2018) endorses these elements by stating that coached employees are able to build skills that foster pride and are able to have better relationships with employers. Employees buy into the company’s vision and work harder to succeed developing into talented employees.

These characteristics are very critical to the employees and organization because as Elton Mayo states workers care about their work environment and how they are treated while working. The Hawthorne effect espoused by Elton Mayo shows that people are not cogs in machines but are people who when they are supported at the workplace by organizational structures and functions, they drive performance and cohesiveness at the work place (Mulder, P. 2017).

Conclusion

There are many theorists that have contributed to organizational management practices today. The theories have given employees acceptance, respect and a sense of empowerment at the workplace. Knowledge of these theories have caused managers and organizations to rethink their decision-making process, allowing for employee feedback and involvement which are necessary elements in organizational performance and success.

References:

Aguinis, H. (2009). Performance Management. Retrieved from file:///C:/Users/Admin/Downloads/2154695_1_performance-management-3rd-edition-by-aguinis%20(1).pdf

Daniel Goleman (2004) Leadership That Gets Results. Retrieved from https://s3.amazonaws.com/academia.edu.documents/33585213/HBR_MustReads_Managing_People.pdf?AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1551309637&Signature=BRzIefqDDPdvpG%2BcA7fkiXb%2BQGg%3D&response-content-disposition=inline%3B%20filename%3DOne_More_Time_How_Do_You_Motivate_Employ.pdf#page=4

Dulewicz, V.& M Higgs. (2005) Assessing Leadership Styles and Organizational Context. Journal of Managerial Psychology, Vol. 20 Issue: 2, pp.105-123. Retrieved from https://www.emeraldinsight.com/doi/abs/10.1108/02683940510579759

Iqbal N, Anwar S & Haider N. (2015, July 28) Effect of Leadership Style on Employee Performance. Arabian J Bus Manag Review 5:146. Retrieved from https://www.omicsonline.org/open-access/effect-of-leadership-style-on-employee-performance-2223-5833-1000146.php?aid=58917

Juneja, P. (n.d) Herzberg’s Two-Factor Theory of Motivation. Retrieved from https://managementstudyguide.com/herzbergs-theory-motivation.htm

Leonard, Kimberlee. (2018, October 19). The Importance of Coaching and Mentoring. Small Business - Chron.com. Retrieved from http://smallbusiness.chron.com/importance-coaching-mentoring-23704.html

Mulder, P. (2017). Human Relations Theory by Elton Mayo. Retrieved from https://www.toolshero.com/management/human-relations-theory-elton-mayo/

Saxena, D. (2010). Performance Management System. Global Journal of Management And Business Research, 10, Vol. 5. Retrieved from https://www.journalofbusiness.org/index.php/GJMBR/article/view/201