I will pay for the following article Principles of Management: Motivational Theories. The work is to be 12 pages with three to five sources, with in-text citations and a reference page.

I will pay for the following article Principles of Management: Motivational Theories. The work is to be 12 pages with three to five sources, with in-text citations and a reference page. Keeping in view the growing needs of employees there are so many motivational theories that have taken place in the present day organizations, a lot of employees get motivated using such theories, in this discussion we would be discussing a few of these theories that are useful for the employees in the given case, the main concerns would be on Douglas McGregor's Theory X and Theory Y, while other useful theories would be Maslow's hierarchy of needs, Two-factor theory, McClelland's Needs theory, Goal-setting theory, Reinforcement Theory.

Douglas McGregor gave two different views of human beings, the first view is the negative view and is known as theory X, the other view is positive and is known as theory Y, the entire explanation of the theory says that the manager shows his or her behavior according to certain assumptions, the theory X would be the effective one here, as the employees are assumed to be forced to work, the four basic assumptions for theory X are,

1. Employees inherently dislike work and whenever possible, will attempt to avoid it.

2. Since employees dislike work, they must be coerced, controlled, or threatened with, punishment to achieve goals.

3. An employee will avoid responsibilities and seek formal direction whenever possible.

4. Most workers place security above all other factors associated with work and will display little ambition.

Now let's have a look at the assumptions of theory Y that is not applicable in this case because of the fact that employees are not hardworking and not devoted to their work.

1. Employees can view work as being as natural as rest or play.

2. People will exercise self-direction and self-control if they are committed to the objectives.

3. The average person can learn to accept, even seek, responsibility.

4. The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions.