Department Of Homeland Security: Theory X And Theory Y

Introduction
The Department of Homeland Security was formed through the Homeland Security Act of 2002. It is a cabinet level agency which comprise of 22 component agencies with about 240,000 employees (Johnson, 2015). Creation of DHS was a resultant effect of September 11, 2001 terrorist attacks in U.S.A. hence became the largest restructuring of the federal government after President Harry Truman and Congress created the CIA, Defense Department, and National Security Council in the 1940s. The missions of the agency include counterterrorism; border security; aviation security; port security; maritime security; cyber security; detection of nuclear, chemical, and biological threats to the homeland; protection of our national leaders through
McGregor grouped employees hierarchy need into lower-order needs (Theory X) and higher-order needs (Theory Y), and opined that “these two opposing perceptions conjectured how people view human behavior at work and organizational life” (Wambugu, 2014). For instance, Theory X assumed that management's role in the organization is to pressurize and control employees to perform based on the insinuation that human beings are pressure seekers who dislike work; do not want responsibility, and have little or no ambition etc. as such it's the duty of managers to make them do their job, and often with threats of punishment in order to get them to achieve the organizational objectives. On the other hand, Theory Y assumed that management's role in an organization involves developing the potential in employees and help them to achieve their maximum potential towards common organizational goals based on the views that people among other things learn to accept and seek responsibility, creativity, ingenuity which will have the potential to boost the organizational performance (Wambugu, 2014). These theories could be used by management either ways to encourage employees, but better results would be gained by the use of Theory Y, rather than Theory X (McGregor,
Also, an employee’s intention to quit is impacted by abusive supervisor behavior and the interaction effects of organization brand and culture and self-esteem. Attrition also imposes high costs in terms of recruitment, training, retention and productivity (Mehdi, Raju, & Mukherji, 2012). Attrition management currently has become more important in the present business management where organizations always seem to be in scarcity of talent. As such Management should employ a better work life balance, performance based benefits, career development programs, etc. in order to manage attrition and nurtured talented workforce in the organization (Shukla, & Kumar, 2016). This is because abusive supervisor behaviors usually trigger higher rates of attrition; their ill-mannered behavior spreads like wildfire (Mehdi, Raju, & Mukherji, 2012). According to Gaan, (2007) employee job satisfaction will help to increase his/her possibility of staying on the job for a long time and managers should make efforts to maintain job satisfaction as part of the intervention measures aimed at boosting retention since “there is a direct link between job