How Theory X style of management arose from a fundamental attribution error

Abstract

Purpose

The purpose of this paper is to propose that the Theory X style of management arose from a fundamental attribution error, in which managers assumed that employees’ lack of motivation was a disposition rather than a function of unmotivating work situations.

Design/methodology/approach

The paper reviews the nature of work during the industrial revolution from a Job Characteristics Model perspective and compares Theory X and Theory Y perspectives in terms of their emphasis on dispositional or situational influences on behavior.

Findings

It was found that factory work performed during the industrial revolution was likely to be deficient in terms of the five core dimensions of the Job Characteristics Model, and would have been unmotivating. Because of the fundamental attribution error, managers would have assumed that workers were unmotivated by nature, but the situation was likely the cause of their lack of motivation.

Practical implications

As illustrated by our findings, management theory development and interpretation can benefit from understanding the historical context within which the theory was developed. Considering both situational and person (i.e. individual differences or traits) effects is particularly important for theory development.

Originality/value

The unique contribution of this paper is to make the connection between the characteristics of work performed during the industrial revolution and consequent inaccurate managerial attributions of worker motivation (i.e. Theory X).

Citation

Davison, H.K. and Smothers, J. (2015), "How Theory X style of management arose from a fundamental attribution error", Journal of Management History, Vol. 21 No. 2, pp. 210-231. https://doi.org/10.1108/JMH-03-2014-0073