Key Theories of Workplace Motivation Explained

Motivation Fundamentals

The process that accounts for an individual's intensity, direction, and persistence of effort towards attaining a goal. Motivation varies among individuals and within individuals at different times of their lives. Although sustaining motivation for long periods is arduous, the benefits include higher performance, greater team cohesiveness, lower absenteeism, greater job satisfaction, and a strong organizational culture.

Maslow's Hierarchy of Needs

This model places needs in a pyramid structure:

1. Physical Needs
2. Safety Needs
3. Belonging and Love Needs
4. Esteem Needs

As a need becomes substantially satisfied, the next need becomes dominant. Critics note that the order of needs varies from person to person, and the progression may not be strictly linear once a need is met.

Herzberg's Two-Factor Theory

What do people truly want from their job? The opposite of satisfaction is no satisfaction, not dissatisfaction. Therefore, managers must focus on motivator factors (intrinsic) and hygiene factors (extrinsic) to increase satisfaction.

• Intrinsic Factors: Directly related to the doing of the job (e.g., achievement, recognition).

Critics argue that the theory is limited because it relies on self-reports, raising questions about reliability, and no overall measure of satisfaction was utilized.

McClelland's Acquired Needs Theory

Certain types of needs are acquired during a person's lifetime:

1. Need for Achievement
2. Need for Power
3. Need for Affiliation

Goal Setting Theory

This theory emphasizes the importance of conscious goals and intentions in directing human behavior. If managers can influence employee goals, they can directly influence performance. Effective goals are:

• Specific
• Measurable
• Achievable
• Realistic
• Time-Bound (SMART)

Feedback translates into higher performance. Difficult goals, when accepted, result in higher performance, contingent upon goal commitment, task characteristics, and national culture.

Expectancy Theory

This concept suggests that the strength of one's tendency to act in a certain way depends on the expectation that the act will be followed by a given outcome. Motivation is high when an employee expects:

1. High effort will lead to good performance appraisal.
2. A good appraisal will lead to organizational rewards.
3. These rewards will please their personal goals.

Key Components:

• Expectancy: The perceived probability that exerting effort will lead to performance.
• Instrumentality: The performance-reward relationship; the degree to which the individual believes performance will lead to desired rewards.
• Valence: The attractiveness of those potential rewards for the individual.

If managers can improve workers' confidence in their performance ability, employees are likely to be more motivated because they will believe their increased ability will result in a valued reward.