CH # 7

Motivation Concept

In the early 1950s, several theories about what motivates employees were developed and have
remained influential in management practices. Here are four notable theories:

**1. Hierarchy of Needs Theory (Abraham Maslow):**

Abraham Maslow's Hierarchy of Needs:

1. **Physiological Needs:** These include basic bodily requirements like food, water, and shelter.

2. **Safety Needs:** Desire for security and protection from harm.

3. **Social Needs:** Involves relationships, belongingness, and friendship.

4. **Esteem Needs:** Includes self-respect, recognition, and achievement.

5. **Self-Actualization:** The drive to realize one's potential and achieve personal growth.

According to Maslow, once a need is mostly satisfied, it no longer serves as a motivator. Instead, the next
higher need becomes more dominant. To motivate someone, you should focus on needs at or above the
level they are currently in.

Maslow categorized needs into lower and higher orders. Physiological and safety needs are the lower-
order needs, which are often met externally, like through payment or job security. Social, esteem, and
self-actualization needs are higher-order needs, fulfilled internally by personal growth, recognition, and
achievement.

Though widely recognized and intuitive, Maslow's theory lacks empirical validation. Research doesn't
fully support his idea that needs are organized in a strict hierarchy or that unmet needs directly lead to
motivation or progression to a new level. Some researchers are attempting to revive this theory using
evolutionary psychology principles. They suggest that lower needs are more primal, while higher needs
are seen in more evolved beings. Time will tell whether these revised ideas will be helpful for managers.
**2. Theory X and Theory Y (Douglas McGregor):**

This theory presents two views of human behavior. Theory X sees employees as disliking work and
needing direction, while Theory Y assumes they naturally accept responsibility and seek work. McGregor
believed Theory Y assumptions were more valid, advocating participative decision-making and rewarding
responsibilities to motivate employees. However, there's limited empirical evidence supporting these
assumptions.

**3. Two-Factor Theory (Frederick Herzberg):**

Herzberg distinguished between factors that create job satisfaction (intrinsic factors like achievement
and recognition) and those that cause dissatisfaction (extrinsic factors like pay and working conditions).
Removing dissatisfying factors doesn't necessarily create satisfaction. This theory has been criticized for
its methodology and lack of comprehensive measures of satisfaction but has been widely recognized in
management circles.

**4. McClelland's Theory of Needs (David McClelland):**

Certainly! Here's a simplified explanation of McClelland’s Theory of Needs:

**McClelland’s Theory of Needs:**

Developed by David McClelland, this theory looks at three primary needs:

1. **Need for Achievement (nAch):** This is the drive to excel and achieve in relation to a set of
standards. High achievers prefer a moderate probability of success, around 50-50 odds. They enjoy
challenging goals that push their skills.

2. **Need for Power (nPow):** It is the desire to influence or make others behave differently than they
would otherwise.

3. **Need for Affiliation (nAff):** This need focuses on seeking close and friendly relationships with
others.

McClelland's research showed that high achievers perform best in roles that offer personal responsibility,
feedback, and a moderate level of risk. However, being a high achiever doesn't necessarily make
someone a good manager in larger organizations. High nAch individuals are generally interested in their
personal success rather than leading or influencing others.

**How These Needs Relate to Job Roles:**

- **Achievement Need:** Ideal for entrepreneurial roles and managing self-contained units.

- **Power and Affiliation Needs:** Tend to correlate with managerial success. The best managers often
have a high need for power but a low need for affiliation.

However, this theory has had less practical effect compared to other motivation theories, largely because
measuring these needs is complex and costly. While it has strong research support, it's challenging to
practically implement McClelland's concept due to the need for expert interpretation and the resources
required for this approach.

### Contemporary Theories of Motivation

1. **Self-Determination Theory (SDT):**

- Self-Determination Theory emphasizes that motivation thrives when individuals feel autonomous,
competent, and connected. People are most motivated when they engage in activities that are
inherently enjoyable, satisfying, and in line with their values and interests.

2. **Goal-Setting Theory:**

- Goal-Setting Theory asserts that setting specific, challenging goals leads to higher motivation and
performance. It emphasizes the significance of clear objectives to inspire individuals to work harder and
achieve more. Management by Objectives (MBO) technique applies this theory by setting clear, specific,
and measurable goals to drive motivation and performance.

Goal specificity

Participation in decision making

Explicit time period

Performance feedback

3. **Self-Efficacy Theory:**
- Self-Efficacy Theory refers to an individual's belief in their capacity to accomplish specific tasks. The
higher a person's self-efficacy, the more motivated and committed they are to succeed. This theory is
integrated into various motivational strategies, focusing on enhancing people's confidence in their
abilities.

4. **Reinforcement Theory:**

- Reinforcement Theory deals with how rewards and punishments affect behavior. It emphasizes the
relationship between behavior and consequences. By understanding how rewards or punishments
reinforce certain actions, organizations can design systems to encourage desired behavior in employees.

5. **Equity Theory:**

- Equity Theory focuses on fairness in the workplace, suggesting that individuals assess the fairness of
their treatment in comparison to others. When people perceive unfairness, they are likely to be less
motivated. Organizations use this theory to ensure fairness in rewards, promotions, and work conditions
to maintain employee motivation.

**Organizational Justice:**

- Organizational Justice extends the Equity Theory by evaluating fairness in the broader organizational
context. It encompasses distributive justice (fairness in rewards), procedural justice (fairness in
procedures), and interactional justice (fairness in interpersonal treatment). The goal is to create a fair
and just environment, which in turn fosters motivation and commitment among employees.

6. **Expectancy Theory:**

- Expectancy Theory asserts that motivation is based on individuals' beliefs regarding the connection
between effort, performance, and outcomes. It suggests that people are motivated to act in certain ways
when they believe it will result in a desirable outcome. By understanding these connections,
organizations can enhance employee motivation by offering attractive rewards that employees value and
believe they can achieve.

Expectancy Theory says that people are motivated when they think that their efforts will lead to good
results. If someone believes that working hard will result in something they want, they'll be more
motivated. To boost motivation, companies can offer rewards that employees like and believe they can
earn based on their performance.