Motivation Theories

 Meaning

The word motive derived from the word ‘motive’ which means any idea, need or emotion that prompts a man into action. It is something that moves a person into action and continues him in the course of action enthusiastically.

Definition

According to Dalton E. McFarland, “Motivation refers to the way in which urges, drives, desires, aspirations, strivings or needs direct, control or explain the behavior of human beings”

Dubin has defined motivation as “the complex of forces starting and keeping a person at work in an organisation. Motivation is something that moves the person to action and continues him in the course of action already initiated”

Maslow's theory of Hierarchy of Needs

Abraham Maslow

Abraham Maslow's hierarchy of needs is one of the best-known theories of motivation. Maslow's hierarchy of needs is a theory of motivation which states that five categories of human needs dictate an individual’s behavior. Abraham Maslow first introduced the concept of a hierarchy of needs in his 1943 paper titled "A Theory of Human Motivation," As a humanist, Maslow believed that people have an inborn desire to be self-actualized, that is, to be all they can be.

Maslow's Hierarchy of Needs Theory

1. Physiological needs: 

The first of the id-driven lower needs on Maslow's hierarchy are physiological needs. These most basic human survival needs include food and water, sufficient rest, clothing and shelter, overall health, and reproduction. Maslow states that these basic physiological needs must be addressed before humans move on to the next level of fulfillment.

2. Safety needs: 

Next among the lower-level needs is safety. Safety needs include protection from violence and theft, emotional stability and well-being, health security, and financial security.

Maslow's Hierarchy of Needs

3. Love and belonging needs: 

The social needs on the third level of Maslow’s hierarchy relate to human interaction and are the last of the so-called lower needs. Among these needs are friendships and family bonds-both with biological family (parents, siblings, children) and chosen family (spouses and partners). 

4. Esteem needs: 

The higher needs, beginning with esteem, are ego-driven needs. The primary elements of esteem are self-respect (the belief that you are valuable and deserving of dignity) and self-esteem (confidence in your potential for personal growth and accomplishments). 

5. Self-actualization needs: 

Self-actualization describes the fulfillment of your full potential as a person. Sometimes called self-fulfillment needs, self-actualization needs occupy the highest spot on Maslow's pyramid. Self-actualization needs include education, skill development-the refining of talents in areas such as music, athletics, design, cooking, and gardening-caring for others, and broader goals like learning a new language, traveling to new places, and winning awards.

Herzberg’s Two-Factor Theory

Frederick Herzberg and his two collaborators, Mausner and Snyderman developed the motivation-hygiene theory in their book "Motivation to Work". 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 uses the phrase “motivating factors” to describe things that, when present, have the ability to make individuals satisfied or even happy at work. He also uses the phrase “hygiene factors” to describe things whose absence has the ability make individuals unsatisfied or unhappy at work.

Two Factor theory

The core point of Herzberg’s Two Factor Theory of Motivation is that motivating and hygiene factors are very different. Hygiene factors are essential in helping individuals to stop being dissatisfied at work. But crucially, no matter how great these factors are, they alone will never help an individual reach high levels of satisfaction at work. In different language, hygiene factors are a per-requisite for a good employee experience and for good employee engagement.

Motivating factors are almost the opposite. Motivating factors are essential in helping individuals become highly satisfied at work, but their absence will never cause an individual to become extremely unsatisfied at work.

He argues that motivation factors are necessary to improve job satisfaction. These motivators, according to Herzberg, are intrinsic to the job and lead to job satisfaction because they satisfy needs for growth and self-actualization

• Advancement
  

• 

  Comparison of Need Hierarchy and Two factor theory

  The work itself
• Possibility for growth
• Responsibility
• Recognition
• Achievement

Herzberg also states that hygiene factors are extrinsic to the job, and function in “the need to avoid unpleasantness”. Hygiene factors are those which decrease job dissatisfaction.

• Interpersonal relations
• Salary
• Company policies and administration
• Supervision
• Working conditions

Vroom’s Expectancy Theory of Motivation

Victor Vroom’s expectancy theory of motivation is a process theory of motivation. It says that an individual’s motivation is affected by their expectations about the future. Specifically, Vroom says that an individual’s motivation is affected by how much they value any reward associated with an action (Valence), how much they believe that by putting effort into something they will be able to generate good results (Expectancy) and how much they believe that generating good results will result in a reward (Instrumentality).

What Vroom’s model means for individuals

Vroom says that an individual’s motivation is product of several factors:

Valence: refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth of the want of an employee for extrinsic [money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards). Management must discover what employees value.

Expectancy: Employees have different expectations and levels of confidence about what they are capable of doing. Management must discover what resources, training, or supervision employees need.

Instrumentality: The perception of employees as to whether they will actually get what they desire even if it has been promised by a manager. Management must ensure that promises of rewards are fulfilled and that employees are aware of that.

From an individual perspective this means that if any of these factors are lacking, you may lack motivation.

Vrooms Expectancy Theory Model

Motivation is the state of mind which pushes all human being to perform to their highest potential, with good spirits and a positive attitude. The various theories outlined above help us to understand what are the factors that drive motivation. It is a leader’s job to ensure that every individual in the team and the organization is motivated, and inspired to perform better than their best. This is neither quick nor easy, but in the long-term, the gains that are derived from happy employees far outweigh the time and effort spent in motivating them.

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Redrafted for Educational Purpose.

Deekshith Kumar,

Assistant Professor of Commerce

Book Reference:

1. Management: A Global and Entrepreneurial Perspective by Heinz Weihrich, Mark V. Cannice, Harold Koontz

2. Principles and Practice of Management by T N Chabra

3. Principles of management by L M Prasad

4. Management process and organization by V.S.P Rao