Douglas McGregor's Theory X And Theory YTheory X and Theory Y are two sets of assumptions about human nature. They describe two contrasting models of workforce motivation.

Theory X and Theory Y have to do with the perceptions managers hold on their employees, not the way they generally behave

Theory XAssumptions of Theory X The average human being is inherently lazy by nature and desiresto workas little as possible.He avoids accepting responsibility and prefers to be led or directed by some other.He is self-centered and indifferent to organizational needs.He has little ambition, dislikes responsibility, prefers to be led but wants security.He is not very intelligent and lacks creativity in solving organizational problems.He is, by nature ,resistant to change of any type.

Theory Y Assumptions of Theory YAn average man is not really against doing work.People can be self-directed and creative at work if they are motivated properly.External control and threats of punishment alone do not bring out efforts towards organizational objectives.People have capacity toexerciseimagination and creativity.People are not by nature passive or resistant to organizational needs. An average human being learns under proper conditions. He is also willing to accept responsibility..

CLAYTON ALDERFERSERG THEORYThis theory ,like Maslows theory, describes needs as a hierarchy. Maslows Five needs have been condensed into Three needs:Existence needs-These include need for basic material necessities. In short, it includes an individuals physiological and physical safety needs. Relatedness needs :Maslows social needs and external component of esteem needs fall under this class of need. Growth needs :Maslows self-actualization needs and intrinsic component of esteem needs fall under this category of need.

ALDERFERS THREE NEEDS

Frederick HerzbergsTwo-factor theoryThis Theory was propounded by American Psychologist Frederick Herzberg.

It is also known as Herzberg's motivation-hygiene theoryandDual-Factor Theory

The Theory states that there are certain factors in theworkplacethat causejob satisfaction, while a separate set of factors cause dissatisfaction. In other words, factors that cause job dissatisfaction are different from the factors that lead to job satisfaction.

The opposite of satisfaction is not dissatisfaction but No Satisfaction.

Similarly, The opposite of dissatisfaction is not satisfaction but No Dissatisfaction.

Hence, the Two-factor theory distinguishes between:Motivators:(e.g. challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth.

Hygiene factors(e.g. status,job security,salary,fringe benefits, work conditions) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary

Victor VroomsExpectancy TheoryThis theory states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and the attractiveness of that outcome to the individual.

Key to the theory is understanding employee goals and the linkages (relationships) between effort, performance and rewards.