lty a manager would have fulfilling his own personal goals and the goals of the organization while conceiving "of their job as helping each of his subordinates to achieve their mutual goals in the subordinate’s own way (Gellerman 1963)," is an enormous. A manager would require not only extensive training in management but in human psychology. Drucker’s opinion on the subject sums up why the McGregor’s techniques lack vital characteristics for effective organizational motivation; An employer has no business with a man’s personality. Employment is as specific contract calling for specific performance, and nothing else. Any attempt of an employer to go beyond this is usurpation. It is an immoral as well as illegal intrusion of privacy. It is abuse of power. An employee owes no "loyalty," he owes no "love," and no "attitudes" -he owes performance and nothing else…Management and management development…should consider themselves with changes in behavior likely to make a man more effective. They do not deal with who a man is -that is, with his personality or his emotional dynamics (Drucker, 1973). Though Drucker’s opinions reflect why Theory Y may be perceived as flawed, they represent a somewhat cold stance on other issues in organizational behavior. Management must have some responsibilities to the emotional well being of their subordinates, but they cannot be responsible to the extent Theory Y proposes. Of all the intrinsically based theories of motivation, the one that is most related to motivation through reinforcement is that of the expectancy-valence theory. Vroom’s formulations on this theory have become the dominate works in regard to motivational management. The expectancy-valence theory is a cognitive approach to explaining the causes of motivation, which in turn, influence the behavior of the individual. Expectancy theories explain not only the choices an employee will make regarding ...
