The Impact of Theory X, Theory Y and Theory Z on Research Performance: An Empirical Study from A Turkish University

Abstract

The purpose of this study is to find the Impact of Theory X, Theory Y and Theory Z on research performance of Foundation University members in Turkey on the number of articles published in Science Citation Index and Social Science Citation Index. The study was conducted on 101 academics in a Turkish Foundation University. The following results are obtained from the study: i) The perception of academics on the effect of Theory X management style which assumes that people dislike work and will avoid it if possible and most people must be “coerced, controlled, directed, and threatened with punishment to get them†to work on research performance is negative ii) The perception of academics on the effect of Theory Y management style which assumes that the people they supervise are as committed to work and as capable of finding solutions to work-related problems as they are themselves (McGregor, Douglas, 1960) and Theory Y managers also assume that people inherently prefer to work rather than not to work on research performance is positive. iii) The perception of academics on the effect of Theory Z management style which thinks workers will be participating in the decisions of the company to a great degree, one author is careful to point out that the employees must be very knowledgeable about the various issues of the company, as well as possessing the competence to make those decisions on research performance is positive.
Keywords: Research Performance Theory X, Theory Y, Theory Z.