Theories on Employee Motivation

 

There are tremendous number of theories found on this topic and followings are some of most important theories.

1 Expectancy theory

Victor H. Vroom has proposed through the expectancy theory of motivation that humans expend effort at a given level having considered three main issues:

·         Effort performance Expectancy

·         Performance Outcome Expectancy

·         Valence

Lyman and Edward, (1990) expanded the basic expectancy theory, based on their argument that performance can lead to satisfaction through, the reward process, rather than satisfaction leading to performance enhancement and proposed their expanded expectancy theory.

 

 

 

 

 

2 Need Hierarchy Theory

Abraham Maslow defined that people are motivated to perform any task in order to satisfy some form of needs. He arranged these needs in to five (05) categories in a hierarchy. Maslow noted that the lower level needs to be fulfilled before achieving the higher-level needs and once a need is satisfied it will not be a motivator any more.

The need hierarchy

3 Drive Reduction Theory

 The Drive reduction theory grows out of the concept that we have certain biological needs, such as hunger. As time passes the strength of the drive increases as it is not satisfied. Then as we satisfy that drive by fulfilling its desire, such as eating, the drive's strength is reduced. It is based on the theories of Freud and the idea of feedback control systems, such as a thermostat.

4 Need Achievement Theory

David McClelland’s achievement motivation theory envisions that a person has a need for three things, but differs in degrees to which the various needs influence their behavior: Need for achievement, Need for power, and Need for affiliation.

5 Herzberg’s two-factor theory

Herzberg’s two-factor theory holds the idea that satisfaction and dissatisfaction are completely separate issues and believes that there are two factors with regard to his theory. Motivation factors are the job factors that if present increase motivation but whose absence does not necessarily result in dissatisfaction. On the other hand, Hygiene factors are the job factors that decrease dissatisfaction when present.

Motivators: (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and

Hygiene Factors: (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in de-motivation.

6 Goal-setting theory

Goal-setting theory is based on the notion that individuals sometimes have a drive to reach a clearly defined end state. A goal's efficiency is affected by three features: proximity, difficulty and specificity. A goal should be moderate, not too hard or too easy to complete. An ideal goal should present a situation where the time between the initiation of behavior and the end state is close.

7 Self-determination theory

Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical theory and others that built on it, self-determination theory posits a natural tendency toward growth and development. The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness.

8 Broad Theories

Achievement of Motivation is an integrative perspective as lined out in the "Onion-Ring-Model of Achievement Motivation". It is based on the premise that performance motivation results from way broad components of personality are directed towards performance. As a result, it includes a range of dimensions that are relevant to success at work but which are not conventionally regarded as being part of performance motivation.

9 Theory X And Theory Y

Another study of motivation was called Theory X and Theory Y, where X and Y are opposites. Theory X assumes that employees dislike work and will function only in a highly controlled work environment. This means that managers should make all decisions and employees take all the orders. On the other hand, Theory Y assumes that employees accept responsibility and work toward organizational goals if by so doing, they also achieve personal rewards.

10 Reinforcement theory

It is based on the idea that if behavior is rewarded, it is likely to be repeated, whereas behavior that is punished is less likely to occur again. This is because positive reaction by managers to any employee’s work strengthens the desired behavior, for example, through pay raise, recognition from superiors etc. On the other hand, negative reactions or punishments eliminate an undesirable task or situation.

REFERENCES 

Bartol Kathyn M., Martin C. (1990). Management, McGraw-Hill Inc.

Opatha, H. H. (2009). Human Resource Management. Published by the Author.