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 EXAM FOCUS POINT 
There is an article on the ACCA website entitled “Understanding Herzberg’s motivational theory” that is 
relevant to material in this section.
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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
384
 
3.2 Managerial implications of process theories 
Process theory suggests the following. 
(a) 
Intended results should be made clear
, so that the individual can complete the motivation 
calculation by knowing what is expected, the reward, and how much effort it will take. 
(b) 
Individuals are more committed to 
specific goals
which they 
have helped to set themselves
, 
taking their needs and expectations into account. 
(c) 
Immediate and ongoing 
feedback 
should be given.
 
Without knowledge of actual results, there is 
no check that 'E' expenditure was justified (or will be justified in future). 
(d) 
If an individual is 
rewarded
according to performance tied to standards (management by 
objectives), however, they may well set lower standards: the expectancy part of the calculation 
(likelihood of success and reward) is greater if the standard is lower, so less expense of 'E' is 
indicated. 
 
4
Choosing a motivational approach 
Two influential writers of the neo-human relations school argue that a manager's approach to motivating 
people depends on the 
assumptions
they make about 'what makes them tick'. 
4.1 McGregor: Theory X and Theory Y 
McGregor
suggested that a manager's approach is based on attitudes somewhere on a scale between 
two extreme sets of assumptions: Theory X (workers have to be coerced) and Theory Y (workers want to 
be empowered). 
McGregor (1987)
 
suggested that managers (in the US) tended to behave as though they subscribed to 
one of two sets of assumptions about people at work: Theory X and Theory Y. 
(a)