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Critique of HROD Theory: A Thai Perspective on Theories X and Y by Douglas McGregor

อ.วิราภรณ์ แก้วขาว | HROD Theory Theories X and Y Critique Theory

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Critique of HROD Theory: A Thai Perspective on Theories X and Y by Douglas McGregor is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 Thailand License.

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Collection	RMUTK Research Repository (RMUTK IR) วารสารวิชาการ — e-Journal Articles
ID RMUTK Digital	RMUTK000029
Title	Critique of HROD Theory: A Thai Perspective on Theories X and Y by Douglas McGregor
Alternative title	Critique of HROD Theory: A Thai Perspective on Theories X and Y by Douglas McGregor
Authors	ผศ.รุจิภาส ประชาทัย อ.วิราภรณ์ แก้วขาว (มหาวิทยาลัยเทคโนโลยีราชมงคลศรีวิชัย) ผู้แต่งหลัก รักษ์สิทธิ สิทธิทูล Corresponding
Faculty	คณะบริหารธุรกิจ
Journal Title	Journal of Business and Society Innovation
ISSN	3027-8228
Volume / Issue / Pages	Vol.2 \| No.4 \| pp.1-7
Published	2568-04-29
Year	2568
Level	ระดับชาติ (TCI) TCI กลุ่ม 2
Funding Source	ส่วนตัว
Abstract	This article critiques Douglas McGregor’s Theory X and Theory Y within the context of Thai human resource and organizational development. It begins by outlining McGregor's theories, which categorize managerial assumptions about employee motivation and behavior. Theory X views employees as inherently lazy and needing control, while Theory Y sees them as self-motivated and capable of self-direction. The analysis highlights the application of these theories in various Thai organizations, demonstrating their relevance despite cultural and economic differences. The document also discusses the limitations of applying a binary model to employee motivation, emphasizing the need for a nuanced understanding of individual motivations and the influence of context. Additionally, it references the concept of Relative Virtue and cultural hierarchies in Thailand, suggesting that effective management must consider these factors. Ultimately, the critique reaffirms the significance of McGregor's theories while advocating for a more flexible application that accommodates diverse workforce needs.
Abstract (EN)	This article critiques Douglas McGregor’s Theory X and Theory Y within the context of Thai human resource and organizational development. It begins by outlining McGregor's theories, which categorize managerial assumptions about employee motivation and behavior. Theory X views employees as inherently lazy and needing control, while Theory Y sees them as self-motivated and capable of self-direction. The analysis highlights the application of these theories in various Thai organizations, demonstrating their relevance despite cultural and economic differences. The document also discusses the limitations of applying a binary model to employee motivation, emphasizing the need for a nuanced understanding of individual motivations and the influence of context. Additionally, it references the concept of Relative Virtue and cultural hierarchies in Thailand, suggesting that effective management must consider these factors. Ultimately, the critique reaffirms the significance of McGregor's theories while advocating for a more flexible application that accommodates diverse workforce needs.
Keywords (TH)	HROD Theory Theories X and Y Critique Theory
Keywords (EN)	HROD Theory Theories X and Y Critique Theory
Access Level	Open Access (เปิดสาธารณะ)

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https://so14.tci-thaijo.org/index.php/J-BSI/article/view/1060

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