Boosting Workplace Motivation: Key Theories & Practices

Contemporary Theories

Self-Determination Theory

Introducing external rewards, like pay, often reduces overall motivation. When compensated for tasks, individuals may perceive them as obligations rather than choices, diminishing intrinsic motivation.

Self-Concordance

Individuals achieving goals for intrinsic reasons experience greater satisfaction. Managers should foster engaging work environments, offer recognition, and support employee growth.

Goal-Setting Theory

Specific and challenging goals enhance productivity. However, this theory doesn't address absenteeism, turnover, or satisfaction. Factors influencing goal achievement include:

• Goal Commitment: Dedication to the goal.
• Task Characteristics: Effectiveness varies with task complexity and independence.
• National Culture: Alignment with Western cultures is observed.

Setting challenging goals is a key managerial strategy for performance improvement.

Bandura's Self-Efficacy Theory

Higher self-efficacy correlates with increased success likelihood. It complements goal-setting and self-determination theories. Self-efficacy is linked to:

• Enhanced confidence.
• Increased persistence.
• Improved response to negative feedback.

Management by Objectives (MBO)

Goals must be tangible, verifiable, and measurable. MBO programs typically include:

• Goal specificity.
• Participative decision-making.
• Defined time periods.
• Performance feedback.

Equity Theory

This theory addresses productivity, satisfaction, absenteeism, and turnover. It spurred research on organizational justice. Employees compare their situations using:

• Self-Inside: Experiences in different roles within the current organization.
• Self-Outside: Experiences outside the current organization.
• Other-Inside: Other individuals within the organization.
• Other-Outside: Individuals outside the organization.

Moderating variables include gender, tenure, organizational level, and education.