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ASSIGNMENT 2
ASSESOR NAME: FARAH CHEHIMI
STUDENT NAME: TOKA ZARDAH
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ASSIGNMENT 2
ASSESSOR NAME: MAYA SHREIF
STUDENT NAME: TOKA ZARDAH
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Below, I will talk about motivation and its theories so that I will later be able
to determine the theory that Beesline applies to its employees.
Theories of motivation:
What motivates staff members to deliver top-notch customer service, successfully sell a
company's goods, or meet their objectives? If we want to comprehend and control the work
behavior of our colleagues, subordinates, and superiors, the answer to this issue is crucial. Stated
differently, what might be the cause of someone's poor performance?

Motivation is one of the factors that contribute to performance is motivation. The desire to reach
a particular performance level or objective results in goal-directed behavior. When we say that
someone is motivated, we mean they are making a significant effort to complete a task. It is
obvious that motivation is necessary for good performance, but it is insufficient. Ability, or
possessing the abilities and knowledge necessary to carry out the work, is as significant and
occasionally the primary factor influencing effectiveness. Having the tools, knowledge, and
support one needs to perform successfully are examples of environmental elements that are
crucial in determining performance.
One of these three elements could be the secret to excellent performance at various times. For
instance, motivation might be the primary determinant of performance for a worker cleaning the
floor. In contrast, without the requisite skill to produce high-quality homes, even the most driven
person could not properly design a home. Although motivation is not the same as being a great
performer and is not the only factor in good performance, it has a significant impact on our level
of performance (Anon., n.d.)

What are the famous Theories of Motivation?

The study of motivation is very extensive. Psychologists have put out a wide range of
motivational ideas. Among the most well-known theories of motivation are the following:

1. Maslow’s Theory of Hierarchical Needs:

According to Abraham Maslow's theory, motivation occurs when a person's needs are met in full.
People work to contribute and use their skills; they do not work for financial gain or security. He
noted that one cannot go to the next level unless lower-level needs are met and used a pyramid to
illustrate how individuals are motivated. Basic wants are at the base of the pyramid, and until
these requirements are met, people do not consider pursuing the satisfaction of higher-level
needs.
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Below is the hierarchy of needs:

 Physiological needs: are basic needs for survival such as air, sleep, food, water, clothing,
and shelter.
 Safety needs: Safety from harm, hardship, and other hazards (e.g., property, safe work,
and health)
 Social (belongingness and love) needs: the necessity of friendship, affiliation,
association, and so forth.
 Self-esteem needs: the need for respect and recognition.
 Self-actualization needs the chance for growth on a personal level, education, and
stimulating, enjoyable, and creative employment. Self-actualization represents the
pinnacle of human needs that one can strive towards.
 (team, 2024)

Figure 1Maslow's hierarchy of needs. (team, 2022)

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The leader must ascertain the present level of each team member, then endeavor to assist them
in meeting their unique needs and take appropriate action to help meet those needs. The team
members will be able to work more effectively and advance the project as a result. Additionally,
as their requirements are met, the team members will work together until they begin to consider
meeting the needs at the next higher level of the pyramid (team, 2024).

2. Hertzberg’s two-factor Theory:

Hertzberg divided the requirements into two major categories: things that contribute to hygiene
and factors that motivate:
 Hygiene factors: are elements that are necessary in the workplace to prevent unhappiness
but are unrelated to workplace satisfaction. Extrinsic demands including peer interactions,
job policies, and pay grades are all covered by hygiene elements.

 Motivational factors: elements associated with job satisfaction. They address basic needs
like success, acclaim, and promotion. Motivational variables facilitate job satisfaction and
foster professional development for employees (Kurt, 2021)

Figure 2 Herzberg's factors. (Kurt, 2021)

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3. McClelland’s Theory of Needs:

According to McClelland, each of us has three intrinsic motivations that are independent of our
age or gender. In our actions, one of these urges will take precedence. Our life experiences
determine our prevailing drive (team, 2024).

These three factors serve as motivators:

Achievement: the requirement to prove one's own abilities. High achievers are drawn to
assignments that let them take personal responsibility and produce outcomes that are the product
of their labor. Additionally, they favor prompt recognition of their advancement.
Affiliation: the want for affection, inclusion, and approval from others. Being liked and accepted
by others serves as motivation for those with a high need for affiliation. They frequently attend
social events and could find confrontation upsetting.
Power: is the requirement to manage one's or other people's jobs. People who have a strong
craving for power are drawn to circumstances where they can use their influence and authority
over others. They often care more about their degree of influence than they do about doing their
jobs well, and they aim for positions of status and power.
(team, 2024)
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Figure 3 McCelland's theory. (Miller, 2022)

4. Vroom’s Theory of Expectancy:

Vroom's expectation theory is a process-based explanation of motivation that postulates that a
person's actions are the outcome of deliberate decisions they make from a variety of options.
People make some decisions in the hopes of achieving greater comfort and contentment.
According to Vroom's idea, a person can become motivated by the following three things:
 Expectancy is the conviction that one's chances of success rise with increased effort.
 An individual who believes they might be rewarded for meeting performance standards is
said to be instrumental.
 The value that a person assigns to an anticipated result is known as valence.
According to Vroom's expectation theory, an employee may be more motivated to work harder if
they have confidence in their ability to complete a task. A goal that is imaginary or unachievable
might demotivate professionals. Supervisors can evaluate how well workers comprehend their
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part in accomplishing company objectives. Managers can coach staff members to match their
performance with organizational goals if they are uncertain of their abilities or believe that a goal
is difficult (team, 2023).

5. Incentive Theory:
According to the incentive theory, managers can motivate employees by rewarding and
reinforcing their efforts with incentives and prizes. According to the incentive theory, people may
conduct themselves in each way to accomplish a goal, prompt a specific action, or get rewarded.
Here are some instances of workplace incentives:
 Bonus: Depending on an employee's performance, a corporation may award them with a
monetary bonus.
 Praise: In one-on-one settings like quarterly staff reviews, praise can be helpful. Positive
feedback regarding an employee's performance, together with praise, goes a long way
toward fostering trust and lowering attrition.
 Education and training: Offering options like paid training or on-going education might
encourage a group to gain new skills or broaden their knowledge in a certain area.
 Promotion: A manager may make a worker feel important and progress by giving them
the chance to grow in their profession. This is frequently one of the most effective
incentives available. A promotion could come with a new title, an advanced position, and
a salary increase.
Managers can help employees work on challenging or complicated activities that many
professionals avoid by utilizing incentive theories. Cash, goods, experiences, gift cards, and
tickets to well-liked sporting and entertainment events are a few common forms of incentives. It
is crucial that a manager only employs these incentives as rewards when employees meet
objectives and never for no reason at all (team, 2023).

Figure 5 incentive theory (Kumari, n.d.)

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