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Work Motivation: Theoretical Framework: Cite This Paper
Work Motivation: Theoretical Framework: Cite This Paper
Work Motivation: Theoretical Framework: Cite This Paper
Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
T he role of t radit ional Mot ivat ion t heories on employee ret ent ion Nit hyajot hiGovindaraju
Dr Nit hyajot hi Govindaraju
Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
Physiological needs. The most basic level in the hierarchy, The work of Maslow has drawn attention to a number of
the physiological needs, generally corresponds to the different motivators and stimulated study and research. The
unlearned primary needs. The need of hunger, thirst, sleep, need hierarchy model provides a useful base for the
and sex are some examples. According to the theory, once evaluation of motivation at work. A list of general rewards
these basic needs are satisfied, they no longer motivate. and organizational factors used to satisfy different needs is
For example, a thirsty person will strive to obtain a glass given in Table 1 [2].
of water that is within reach. However, after drinking his
or her fill of water, the person will not strive to obtain Alderfer’s Modified Need Hierarchy Model
another one and will be motivated only by the next higher Alderfer has presented a modified need hierarchy model.
level of needs. This model condenses Maslow’s five levels of need into
Safety needs. These include safety and security, freedom only three levels based on the core needs of existence,
from pain or threat of physical attack, protection from relatedness and growth (ERG theory).
danger, the need for predictability and orderliness. Existence needs are concerned with sustaining human
Love (social) needs. These include affection, sense of existence and survival, and cover physiological and safety
belonging, social activities, friendships, and both the needs of a material nature.
giving and receiving of love. Relatedness needs are concerned with relationships to the
Esteem needs. The esteem level represents the higher social environment, and cover love or belonging, affiliation,
needs of humans. These include both self-esteem and the and meaningful interpersonal relationships of a safety or
esteem of others. Self-esteem involves the desire for esteem nature.
confidence, strength, independence and freedom, and Growth needs are concerned with the development of
achievement. Esteem of others involves reputation or potential, and cover self-esteem and self-actualization.
prestige, status, recognition, attention and appreciation. Like Maslow, Alderfer suggests that people progress
Self-actualization needs. This is the development and through the hierarchy from existence needs, to relatedness
realization of one’s full potential. People who have needs, to growth needs, as the lower-level needs become
become self-actualized are self-fulfilled and have realized satisfied. However, Alderfer suggests these needs are more a
all their potential. Maslow sees this as; what humans can continuum than hierarchical levels. More than one need may
be, they must be. Self-actualization needs are not be activated at the same time. People may also progress
necessarily a creative urge, and may take many forms, down the hierarchy [3].
which vary widely from one individual to another. Unlike Maslow’s theory, the results of Alderfer’s work
Once a lower need has been satisfied, it no longer acts as suggest that lower-level needs do not have to be satisfied
a strong motivator. The needs of the next higher level in the before a higher-level need emerges as a motivating
hierarchy demand satisfaction and become the motivating influence.
influence. Only unsatisfied needs motivate a person. ERG theory states that an individual is motivated to
Individuals advance up the hierarchy as each lower-level satisfy one or more basic sets of needs. Therefore, if a
need becomes satisfied. Therefore, to provide motivation for person’s needs at a particular level are blocked, then
a change in behavior, the manager must direct attention to attention should be focused on the satisfaction of needs at
the next higher level of needs that seek satisfaction. the other levels.
Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
TABLE II think is happening, what the people in the picture are
Herzberg’s Two-Factor Theory thinking, and what events have led to the situation depicted
[7]. The descriptions are used as a basis for analyzing the
Hygiene Factors Motivators strength of the individual’s motives.
The achievement motive. People, who are high in the need
Company policy and administration Achievement to achieve, have a predisposition to strive for success.
Supervision, technical Recognition They are highly motivated to obtain the satisfaction that
Salary Work itself comes from accomplishing a challenging task or goal.
Interpersonal relations, supervisor Responsibility They prefer tasks for which there is a reasonable chance
Working conditions Advancement for success and avoid those that are either too easy or too
difficult. Such people prefer timely criticism and feedback
The hygiene factors can be related roughly to Maslow’s about their performance.
lower-level needs and the motivators to Maslow’s higher- The power motive. People with a strong need for power
level needs (Table 3) [1]. Proper attention to the hygiene want to influence others directly by making suggestions,
factors will tend to prevent dissatisfaction, but does not by giving their opinions and evaluations. They enjoy roles
itself create a positive attitude or motivation to work. The requiring persuasion, such as teaching and public
opposite of dissatisfaction is not satisfaction, but, simply, no speaking. A person with a high need for power but a low
dissatisfaction. To motivate workers to give of their best, the need for warm, supportive relationships might become
manager must give proper attention to the motivators or dictatorial, while one with high needs for friendship might
growth factors [6]. become a social worker. McClelland believed that a good
manager is motivated by a strictly controlled and regulated
TABLE III concern for influencing others, in other words, good
Linking Maslow’s, Alderfer’s and Herzberg’s Theories of managers do have a need for power, but one that is under
Motivation control [8].
The affiliative motives. People, with a strong need for
Maslow’s hierarchy Alderfer’s Herzberg’s affiliation, are highly motivated to maintain strong, warm
of needs ERG theory two-factor theory relationships with friends and relatives. At group meetings
they try to establish friendly relationships, often by being
PHYSIOLOGICAL EXISTENCE agreeable or giving emotional support [9].
SAFETY HYGIENE
B. Process Theories
FACTORS
Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
Satisfaction (Box 9). This is not the same as motivation. It relationship between effort and performance, the higher the
is an attitude, an individual’s internal state. Satisfaction is EP expectancy scores.
determined by both actual rewards received, and perceived The second expectancy (PO) is the person’s perception
level of rewards from the organization for a given standard of the probability that a given level of performance will
of performance. If perceived equitable rewards are greater actually lead to particular need-related outcomes. This is
than actual rewards received, the person experiences measured also on a scale between 0 and 1. The closer the
dissatisfaction. The experience of satisfaction derives from perceived relationship between performance and outcome,
actual rewards, which meet or exceed the perceived the higher the PO expectancy scores.
equitable rewards [11]. The multiplicative combination of the two types of
expectancies, EP and the sum of the products PO,
determines expectancy. The motivational force to perform is
determined by multiplying EP and PO by the strength
of outcome valence (V).
E (Effort) (EP) [(PO) V]
The distinction between the two types of expectancies
arises because they are determined by different conditions.
EP expectancy is determined in part by the person’s
ability and self-confidence, past experience, and the
difficulty of the tasnk. PO expectancy is determined by
the attractiveness of the outcomes and the belief about who
controls the outcomes, the person him/herself or other
people [12].
Equity Theory
One of the major variables of satisfaction in the Porter
and Lawler expectancy model is perceived equitable
rewards [13]. This leads to consideration of another process
theory of motivation, which is Stacy Adams’s equity theory.
Equity theory focuses on people’s feelings of how fairly
they have been treated in comparison with the treatment
received by others. People are strongly motivated to
maintain a balance between what they perceive as their
inputs or contributions, and their rewards. Equity theory
states that if a person perceives an inequity, a tension or
drive will develop in the person’s mind, and the person will
Fig. 5. The Porter and Lawler Motivation Model
be motivated to reduce or eliminate the tension and
perceived inequity [14].
iii. Lawler’s Revised Expectancy Model
People place a weighting on various inputs and outcomes
Following the original Porter and Lawler model, further
according to how they perceive their importance. When the
work was undertaken by Lawler (Fig.6) [1]. He suggests that
ratio of a person’s total outcomes to total inputs equals the
in deciding on the attractiveness of alternative behaviors,
perceived ratio of other people’s total outcomes to total
there are two types of expectancies to be considered: effort-
inputs, there is equity. When there is an unequal comparison
performance expectancies (EP); and performance- of ratios, the person experiences a sense of inequity. The
outcome expectancies (PO) [12]. feeling of inequity might arise when an individual’s ratio of
outcomes to inputs is either less than, or greater than, that of
Level of performance Need related other people (Fig.7) [5].
outcomes
E P P O Equity
Expectancies Expectancies
Outcome Person’s outcomes Other’s outcomes
Performance =
Person’s inputs Other’s inputs
Outcome
Effort
Inequity
Outcome
Performance Person’s outcomes Other’s outcomes
Outcome <
Person’s inputs Other’s inputs
Fig. 6. An Illustration of the Lawler Expectancy Model
Person’s outcomes Other’s outcomes
>
The first expectancy (EP) is the person’s perception of Person’s inputs Other’s inputs
the probability that a given amount of effort will result in
achieving an intended level of performance. It is measured Fig. 7. The Equity Comparison in a Work Situation
on a scale between 0 and 1. The closer the perceived
Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
Both the inputs and the outputs of person and other are made about other people will also be influenced strongly by
based upon the person’s perceptions. Age, sex, education, whether the cause is seen as internal or external.
social status, organizational position, qualifications, and In making attributions and determining whether an
how hard the person works are examples of perceived input internal or external attribution is chosen, Kelley suggests
variables. Outcomes consist primarily of rewards such as three basic criteria [18]. These are:
pay, status, promotion, and intrinsic interest in the job. The Distinctiveness. Does the person act differently in
ratio is based upon the person’s perception of what the other situations?
person is giving and receiving versus the ratio of what the Consensus. Do others act this way in a situation?
relevant other is giving and receiving. This cognition may or Consistency. Does the person act this way in this
may not be the same as someone else’s observation of the situation at other times?
ratios or the same as the actual situation [15].
Goal Theory
The goal theory of motivation assumes that once someone
decides to pursue a goal, the person regulates his or her
behavior to try to reach the goal [16]. Locke and his
colleagues contend that goals provide the mechanism
through which unsatisfied needs are translated into action. In
other words, unsatisfied needs prompt the person to seek
ways to satisfy those needs, and the person then formulates Fig. 8. Representation of Attribution Theory
goals that prompt action [16].
The combination of goal difficulty and the extent of the Kelley hypothesized that people attribute behavior to
person’s commitment to achieving the goal regulate the internal forces or personal factors when they perceive low
level of effort expended. People with specific quantitative distinctiveness, low consensus and high consistency.
goals, such as a defined level of performance, or a given Behavior is attributed to external forces or environmental
deadline for completion of a task, will perform better than factors when people perceived high distinctiveness, high
people with no set goal or only an unclear goal. People who consensus, and low consistency (Fig.8) [5].
have difficult goals will perform better than people with An additional consideration in the evaluation of task
easier goals. performance within an organizational setting is whether the
Locke pointed out that goal setting is more appropriately cause of behavior was due to stable or unstable factors.
viewed as a motivational technique rather than as a formal Stable factors are ability, or the ease or difficulty of the task.
theory of motivation. The theory of goal setting provides a Unstable factors are the exertion of effort, or luck.
useful approach to work motivation and performance [17]. The combination of internal and external attributions, and
stable and unstable characteristics, results in four possible
Attribution Theory interpretations of a person’s task performance (Table 4)
Unlike the other motivation theories, attribution theory is [20].
more a theory of the relationship between personal TABLE IV
perception and interpersonal behavior than a theory of Classification of Possible Attributions for Performance
individual motivation. There are an increasing variety of
attribution theories. Internal attributions External attributions
Well-known theorist Harold Kelley stresses that
Stable factors ABILITY TASK DIFFICULTY
attribution theory is concerned mainly with the cognitive Unstable factors EFFORT LUCK
processes by which an individual interprets behavior as
being caused by certain parts of the relevant environment. It
is concerned with the why questions of motivation and Employees with an internal control orientation are more
behavior. Since most causes, attributes, and whys are not likely to believe that they can influence their level of
directly observable, the theory says that people must depend performance through their own abilities, skills or efforts.
upon cognitions, particularly perception. The attribution Employees with an external control orientation are more
theorist assumes that humans are rational and are motivated likely to believe that their level of performance is
to identify and understand the causal structure of their determined by external factors beyond their influence.
relevant environment [18].
Theory’s initiator is generally recognized to be Fritz III. SUMMARY
Heider. Heider believed that both internal forces, which are
personal attributes such as ability, effort, and fatigue, and Maslow’s hierarchy of needs theory views human needs
external forces, which are environmental attributes such as as activated in a five-step hierarchy, ranging from the
rules and the weather, combine additively to determine lowest, physiological, to safety, social, esteem, and self-
behavior. He stressed that it is the perceived, not the actual, actualization, the highest. Alderfer’s ERG theory collapses
determinants that are important to behavior. People will the five needs into three: existence, relatedness, and growth,
behave differently if they perceive internal attributes than where more than one need can be activated at a time.
they will if they perceive external attributes [19]. McClelland’s achievement motivation theory focuses on the
Behavior at work may be explained by the locus of needs for achievement, affiliation, and power, and views
control, that is whether the individual perceives outcomes as needs as developed over time through experience and
controlled by themselves, or by external factors. Judgments training. Herzberg’s two-factor theory links job satisfaction
to motivator factors, such as responsibility and challenge,
Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.
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Dinibutun, S. R. (2012). Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), 133.