Theory X and Theory Y in Thai and international public administration: A comparative theoretical analysis and implications in the digital age

Abstract

This academic article aims to conduct a comparative analysis of Douglas McGregor's Theory X and Theory Y within the context of Thai public administration in comparison with international counterparts, integrating dimensions of public sector reform in the digital era. Theory X reflects a negative assumption about human nature at work, positing that employees require control, direction, and external motivation. Conversely, Theory Y presents a positive assumption that humans are intrinsically motivated, capable of self-direction, and possess creative potential. The analysis reveals that Thailand's highly hierarchical bureaucratic system exhibits structural tendencies aligned with Theory X, while the "Government 4.0" policy and digital government reform initiatives reflect systematic efforts to transition toward a Theory Y paradigm. Nevertheless, this transition confronts structural inconsistencies between policy intent and the legal and organizational culture constraints inherent in the Thai civil service system. Comparative analysis with Singapore, Japan, and Scandinavian countries—which have successfully integrated both theories within their respective cultural and institutional contexts—demonstrates that reform success depends on institutional restructuring rather than managerial style adjustments alone. This article proposes a Contingency Management Framework that synthesizes both theories within a digital context, accommodating the diversity of personnel in modern public and private sector organizations.