Motivation: Concept and theories of motivation, theories of motivation-

Maslow, two factor theory, theory X and Y, ERG Theory, McClelland’s theory
of needs, goal setting theory, application of theories in organizational scenario,
linkage between MBO and goal setting theory, employee recognition and
involvement program

Concept and theories of motivation:

The term motivation describes why a person does something. It is the

driving force behind human actions. Motivation is the process that initiates,
guides, and maintains goal-oriented behaviors.

For instance, motivation is what helps you lose extra weight, or pushes you
to get that promotion at work. In short, motivation causes you to act in a
way that gets you closer to your goals. Motivation includes
the biological, emotional, social, and cognitive forces that activate human
behavior.

Motivation also involves factors that direct and maintain goal-directed

actions. Although, such motives are rarely directly observable. As a result,
we must often infer the reasons why people do the things that they do based
on observable behaviors.1
What Is Maslow’s Hierarchy Of
Needs?
According to Maslow (1943, 1954), human needs were arranged in a
hierarchy, with physiological (survival) needs at the bottom, and the more
creative and intellectually oriented ‘self-actualization’ needs at the top.

Maslow argued that survival needs must be satisfied before the individual
can satisfy the higher needs. The higher up the hierarchy, the more difficult
it is to satisfy the needs associated with that stage, because of the
interpersonal and environmental barriers that inevitably frustrate us.
Higher needs become increasingly psychological and long-term rather than
physiological and short-term, as in the lower survival-related needs.

1. Physiological needs are biological requirements for human survival, e.g., air,
food, drink, shelter, clothing, warmth, sex, and sleep.
Our most basic need is for physical survival, and this will be the first thing
that motivates our behavior. Once that level is fulfilled, the next level up is
what motivates us, and so on.

The human body cannot function optimally if physiological needs are not
satisfied. Maslow considered physiological needs the most important as all
the other needs become secondary until these needs are met.

Once an individual’s physiological needs are satisfied, the need for security
and safety becomes salient.

2. Safety needs – people want to experience order, predictability, and control

in their lives.
Safety needs can be fulfilled by the family and society (e.g., police, schools,
business, and medical care).

For example, emotional security, financial security (e.g., employment,

social welfare), law and order, freedom from fear, social stability, property,
health, and wellbeing (e.g., safety against accidents and injury).

After physiological and safety needs have been fulfilled, the third level of
human needs is social and involves feelings of belongingness.

3. Love and belongingness needs refers to a human emotional need for

interpersonal relationships, affiliating, connectedness, and being part of a
group.
Examples of belongingness needs include friendship, intimacy, trust,
acceptance, receiving and giving affection, and love.

This need is especially strong in childhood and can override the need for
safety, as witnessed in children who cling to abusive parents.
4. Esteem needs are the fourth level in Maslow’s hierarchy and include self-
worth, accomplishment, and respect.
Maslow classified esteem needs into two categories: (i) esteem for oneself
(dignity, achievement, mastery, independence) and (ii) the desire for
reputation or respect from others (e.g., status, prestige).

Esteem presents the typical human desire to be accepted and valued by

others. People often engage in a profession or hobby to gain recognition.
These activities give the person a sense of contribution or value.

Low self-esteem or an inferiority complex may result from imbalances

during this level in the hierarchy.

Maslow indicated that the need for respect or reputation is most important
for children and adolescents and precedes real self-esteem or dignity.

5. Self-actualization needs are the highest level in Maslow’s hierarchy, and

refer to the realization of a person’s potential, self-fulfillment, seeking
personal growth, and peak experiences.
This level of need refers to what a person’s full potential is and the
realization of that potential.

Maslow (1943, 1987, p. 64) describes this level as the desire to accomplish
everything that one can, and “to become everything one is capable of
becoming”.

Individuals may perceive or focus on this need very specifically. For

example, one individual may have a strong desire to become an ideal
parent.

In another, the desire may be expressed athletically. For others, it may be

expressed in paintings, pictures, or inventions.

Although Maslow did not believe that many of us could achieve true self-
actualization, he did believe that all of us experience transitory moments
(known as ‘peak experiences’) of self-actualization.

Such moments, associated with personally significant events such as

childbirth, sporting achievement and examination success), are difficult to
achieve and maintain consistently.
What Is Two-Factor Theory?
The two-factor motivation theory, otherwise known as Herzberg’s
motivation-hygiene theory or dual-factor theory, argues that there are
separate sets of mutually exclusive factors in the workplace that either
cause job satisfaction or dissatisfaction (Herzberg, 1966; 1982; 1991;
Herzberg, Mausner, & Snyderman, 1959).

Generally, these factors encourage job satisfaction and relate to self-growth

and self-actualization.

The two-factor motivation theory has become one of the most commonly
used theoretical frameworks in job satisfaction research (Dion, 2006).

To Herzberg, motivators ensured job satisfaction, while a lack of hygiene

factors spawned job dissatisfaction.

To Herzberg, motivators ensured job satisfaction, while a lack of hygiene

factors spawned job dissatisfaction.

The major mid-twentieth century researchers in motivation — Maslow

(1954), Herzberg, Vroom (1964), Alderfer (1972), McCalland (1961), and
Locke et al. (1981) — devised research which Basset-Jones and Lloyd argue
can be divided into content and process theories of motivation.
Content theories, such as Herzberg et al. (1959), assume a complex
interaction between internal and external factors and explore how people
respond to different internal and external stimuli.

Meanwhile, process theories, such as that of Vroom (1964), consider how

factors internal to the person lead to different behaviors.
Clayton Alderfer developed Maslow’s Hierarchy of Needs into a
three factor model of motivation know as the ERG model. In this
model the letter E, R, & G each stand for a different human
need: existence, relatedness and growth. The ERG model is a
content theory of motivation. Relatedness includes personal and
family relationships

McClelland’s theory of needs:

McClelland’s Theory of Needs
McClelland’s theory proposes that an individual’s needs are the driving
force behind their behavior. It focuses on three primary needs:
achievement, power, and affiliation.

These needs, according to McClelland, play a crucial role in shaping an

individual’s motivation and ultimately their success in both personal and
professional spheres.

Three Needs in McClelland’s Theory

The first of these needs is the need for achievement. This need is
characterized by the desire to accomplish challenging goals, take on tasks
with personal responsibility, and receive feedback on one’s performance.

Individuals with a high need for achievement are often driven by a desire to
excel and surpass their own previous accomplishments. They seek out
situations where they can take moderate risks and receive recognition for
their successes.

The second need in McClelland’s theory is the need for power. This need
centers around the desire to influence, coach, teach, or encourage
others.Those with a high need for power are often motivated by the impact
they can have on others and the ability to shape the outcomes of situations.
They may seek leadership positions and enjoy competition and winning.

The third need in McClelland’s theory is the need for affiliation. This need is
characterized by the desire for friendly and close interpersonal relationships.

Individuals with a high need for affiliation seek to belong to a group and
value harmonious relationships with others. They often enjoy social activities
and prioritize cooperation and teamwork.
goal setting theory,:

Goal-setting theory is a psychological framework that outlines how setting specific,

challenging, and attainable goals can lead to higher performance. Developed by
Edwin A. Locke in the late 1960s, the theory suggests that clear goals and
appropriate feedback contribute to higher and better task performance12.
Here are some key points about goal-setting theory:

• Specificity: Goals should be clear and specific to provide direction and help
focus efforts.
• Challenge: Goals should be challenging yet attainable to motivate individuals
to push beyond their comfort zones.
• Commitment: Individuals must be committed to their goals, which often
requires buy-in from others involved.
• Feedback: Regular feedback helps individuals track their progress and stay
motivated.
• Task Complexity: The complexity of the task should be considered when
setting goals; more complex tasks may require more time and resources.

The theory has been widely applied in various fields, including business, education,
and personal development, to enhance motivation and improve performance
outcomes

Management by Objectives (MBO) and goal-setting theory are two related concepts used in
business and organizational management to improve performance and achieve objectives.
Here’s how they are linked in simple terms:
MBO (Management by Objectives)

MBO is a management strategy where managers and employees work together to set,
monitor, and achieve specific objectives. The key steps in MBO are:

1. Setting Objectives: Managers and employees agree on clear, achievable goals.

2. Action Plans: Detailed plans are created to achieve these objectives.
3. Monitoring Progress: Regularly checking progress against the goals.
4. Evaluating Performance: Assessing the success in achieving the objectives.
5. Feedback: Providing feedback to improve future performance.

Goal-Setting Theory

Goal-setting theory, developed by Edwin Locke and Gary Latham, suggests that specific and
challenging goals lead to higher performance. The main points are:

1. Clarity: Goals need to be clear and specific.

2. Challenge: Goals should be challenging but achievable.
3. Commitment: Employees need to be committed to the goals.
4. Feedback: Regular feedback is essential to stay on track.
5. Task Complexity: Goals should be set considering the complexity of the task.

Linkage Between MBO and Goal-Setting Theory

1. Clear and Specific Goals: Both MBO and goal-setting theory emphasize the
importance of setting clear and specific goals. In MBO, this happens through
collaborative discussions between managers and employees.
2. Challenging Goals: MBO aligns with goal-setting theory by encouraging the setting
of challenging but achievable goals to motivate employees.
3. Commitment and Participation: In MBO, involving employees in the goal-setting
process increases their commitment, which is a key aspect of goal-setting theory.
4. Regular Monitoring and Feedback: Both approaches stress the need for regular
monitoring and feedback. MBO incorporates this through periodic reviews and
feedback sessions.
5. Performance Evaluation: MBO uses the evaluation of performance against set
objectives, which resonates with the goal-setting theory’s emphasis on assessing
progress to enhance motivation and performance

Employee recognition and involvent programme

Employee Recognition

1. Purpose: To acknowledge and reward employees for their hard work, achievements,
and contributions.
2. Methods:
o Verbal Praise: Saying “thank you” or giving a compliment.
o Awards: Giving certificates, trophies, or plaques.
o Bonuses: Offering financial rewards like bonuses or gift cards.
o Public Recognition: Praising employees in meetings or company newsletters.
 o Perks: Providing extra benefits like additional vacation days or special
parking spots.

Employee Involvement

1. Purpose: To engage employees in decision-making and activities that improve the

workplace and the business.
2. Methods:
o Suggestion Boxes: Allowing employees to submit ideas for improvement.
o Surveys: Asking for feedback on company policies or projects.
o Committees: Forming groups that focus on specific issues, like safety or
social events.
o Team Meetings: Encouraging open discussion in team meetings.
o Workshops and Training: Offering opportunities for professional
development.

Benefits

• For Employees:
o Morale: Increases job satisfaction and motivation.
o Development: Provides opportunities for growth and skill enhancement.
o Belonging: Creates a sense of community and belonging.
• For Companies:
o Productivity: Boosts overall productivity and efficiency.
o Retention: Helps keep talented employees from leaving.
o Innovation: Encourages new ideas and creative solutions.