Theories
of Motivation
Theories
were built to identify/understand the processes that affect Motivation. These
Theories are segregated in to three main areas namely Instrumentality, Content
and Process. Instrumentality theory is a basic explanation on how motivation
works whilst Content (Needs) and Process theories are well elaborated and
detailed (Joseph, 2015), however which carry their limitations. Following are some of the popular theories
(Armstrong and Taylor 2014).
Maslow’s Hierarchy of Needs
Based on
the basic human behavior on unlimited needs, once a lower need is satisfied the
next highest becomes most wanted need and the individual’s attention is turned
towards satisfying the next higher need (Armstrong and Taylor 2014). Given below are five main need categories
that apply to people/employees in general as per above theory.
-
Physiological
needs.
-
Safety
needs
-
Love and
belonging
-
Esteem
needs
-
Self
actualization
Source: Adopted from
Joseph, (2015)
This
model could be applied to the organization that I work for (A leading
Commercial Bank in Sri Lanka) and each stage is further elaborated on how the
organization motivates its employees;
Physiological
needs
These
needs are the basic and initial needs of the employees (Jerome, 2013). The
organization provides a salary which is adequate to fulfill the basic needs.
This is the main factor which motivates the employees to stick to the
organization as it is a decent salary when compared to the industry norms.
Apart from the above it is followed by numerous allowances such as, cost of
living allowance for lowest level coupled with housing loans, furniture loans,
festival advances and hospital insurance cover to upgrade the living standards.
Further, for the middle level staff is provided with fuel allowance, telephone
allowance, entertainment allowance.
Safety
needs
These
needs refer to the secondary needs once the basic needs are met (Joseph, 2015).
These needs are mainly on job security and training needs. Due to the
continuous change in technology and upgrading of operational standards the
staff will be on continuous learning and development process. Bank will
identify the skill level and the experience and will provide the required level
of training and development for their personal and career development. These
training processes are on the job training, in house training programs done by
the experienced staff within the organization as well as outsourced personnel
in order to continue upgrade the levels of staff in all grades.
Love and
belonging
When the
safety needs are met, the staff member will feel confident to move forward with
the assigned work and feel as a part of the team of the organization (Jerome,
2013). It is further elaborated by good relationship with the staff and
superiors and the staff member is accepted by the team. In this connection, the
bank arranges gatherings, social events to improve the cohesiveness among the
staff. Some of these events are annual sports day, children’s party held at the
end of the year for the whole family of the staff, bank’s annual quiz
programme.
Esteem
needs
Once love
and belonging need is fulfilled the staff member participates in decision
making and requires self-respect (Mansoor, 2012). In this connection, the bank
recognizes the staff member for promotions with more benefits and will delegate
autonomy. Hence, staff member will be categorized as a member of the Corporate
Management Team and will be overlooking on a major segment of the organization
and will be able to influence the subordinates at a larger scale.
Self
actualization
This is
the last level of need could be achieved and the topmost need of the
hierarchy. This refers that the staff
member is self driven and is capable in molding up to fullest potential with
steady improvement of soft skills (Kaur, 2013). These employees are valuable
resources to human capital of the organization. Hence, bank will invest more on
these types of employees and will be deployed as advisors of the
organization.
Source -
Sprouts (2017) Maslow's Hierarchy of Needs
Herzberg’s Two Factor Model
According
to Two Factor Model, it is based on job satisfaction and dissatisfaction
(Omollo, 2015). In this connection, the wants of the employees segregate in two
components. First component is about developing an employees’ career as well as
the personal growth. These factors are known as ‘Motivational Factors’ such as,
Recognition, Achievement, Advancement, Career growth, Responsibility, Job
challenge (Dobre, 2013). Second component resembles the basic needs to fulfill
the Motivational Factors. These factors are known as ‘Hygiene Factors’ such as,
Working Conditions, Salary and Benefits, Supervision, Job Security (Asim,
2013). These factors do not boost the
individual to attain high level of job satisfaction and extra performance of
the job. However, these factors prevent dissatisfaction and poor job
performance (Armstrong and Taylor 2014).
List of
References
Armstrong,
M. and Taylor, S. (2014) Armstrong’s Handbook of Human Resource Management Practice. 13th
ed. Kogan Page Limited: London
Asim, M
(2013) Impact of Motivation on Employee Performance with Effect of Training:
Specific to Education Sector of Pakistan. International Journal of Scientific
and Research Publications, 3(9)
Basset-Jones, N. and Lloyd, G C.
(2005) Does Herzbergs Motivational Theory
Benson, S
G and Dundis S P (2003) Understanding and motivating health care employees:
integrating Maslow's hierarchy of needs, training and technology, Journal
of Nursing Management, 11
Dobre, O
I (2013) Employee motivation and
organizational performance, The Bucharest University of Economic
Studies, Review of Applied Socio- Economic
Research, 5(1)
Jerome, N (2013) Application of the Maslow’s
hierarchy of need theory; impacts and implications on organizational culture,
human resource and employee’s performance, International Journal of Business
and Management Invention , 2 (3)
Joseph, B
O (2015) The effect of employees’ motivation on organizational
performance, Journal of Public Administration and
Policy Research, 7(4), pp62-75
Kaur, A
(2013) Maslow’s Need Hierarchy Theory:Applications and Criticism, Global
Journal of Management and Business Studies, 3(10)
Manzoor,
Q A, (2012) Impact of Employees
Motivation on Organizational Effectiveness.
Business Management and Strategy, 3(1)
Sprouts (2017) Maslow's Hierarchy of Needs [Online]. Available at <https://www.youtube.com/watch?v=O-4ithG_07Q (Accessed on 03rd November 2019)
Sprouts (2017) Maslow's Hierarchy of Needs [Online]. Available at <https://www.youtube.com/watch?v=O-4ithG_07Q (Accessed on 03rd November 2019)
Job performance is considered and mainly depend on both employee ability and motivation. Furthermore, motivation as a skill can be learnt and improved (Ganta, 2014).
ReplyDeleteHi Prabath,
DeleteThe standard of an employee does not depend merely on qualifications and abilities. Hence, the employee should fill the gap between ability and willingness in order to attain the best of their work performance by Improvement / increasing of the efficiency levels (Armstrong, 2008).
Hi Ashanthi, In addition to what you have mentioned, Process theories of motivation help to explain how people decide which action will satisfy their needs (Boddy 2002, p. 388). Process theories explain how or why motivation occurs. In process theory, the emphasis is on the psychological processes of forces that affect motivation, as well as on basic needs. According to Armstrong, process or cognitive theory, as it is also called, provides more realistic guidance on motivation techniques, the individuals rationally evaluating
ReplyDeletehow valuable the goals and expectancies are.
Hi Vianlo,
DeleteAppreciate your valuable comment on my blog. In process theory, the prominence is on the psychological or mental processes and forces that affect motivation, as well as on basic needs. The main process theories are concerned with reinforcement, expectancy, goals, equity, and Cognitive evaluation (Armstrong and Taylor 2014).
There are a number of motivational theories are in practice and each complement to one another. In addition what you have mentioned, the Process or cognitive theory which explains the psychological processes that affect motivation. According to Guest (1992), process theory expresses a much more relevant method to motivation and can certainly be more beneficial to managers than needs theory because it provides more accurate direction on motivation techniques. The main processes are prospects, goal achievement and feelings about equity.
ReplyDeleteHi Renuka,
DeleteAppreciate your valuable comment on my blog. All the theories make some contribution to an understanding of the processes that affects motivation. However, theory provides only a simplistic explanation of how motivation
works. Although some of the theories such as Needs and Content theories are more sophisticated but are subject to limitations due to lack of empirical evidence (Rynes, 2003)
Motivation is the strength and direction of behaviour and the factors that influence people to behave in certain ways. People are motivated when they expect that a course of action is likely to lead to the attainment of a goal and a valued reward which satisfies their requirements. The term ‘motivation’ can refer variously to the goals that individuals have, the ways in which individuals chose their goals and the ways in which others try to change their behaviour. (Armstrong,2014)
ReplyDeleteHi Nimali,
DeleteIt is also noted that Frustration may arise whilst achieving goals. It is the negative response to a blockage of a desired goal and result in a defensive form of behavior. Frustration has many possible reactions and these can be summarised under four broad headings namely: aggression; regression; fixation; and withdrawal (Joseph, 2015).
Hi Ashanthi, in view of bringing in an additional point of view on identifying motivational factors, I would like to bring in David McClelland’s theory on motivation which suggests employees have three motivators:
ReplyDelete●Need for Achievement- This is the desire to take personal responsibility for resolving a problem and seeing a job or task through to completion
●Need for Power - This is the desire to control and influence others
●Need for Affection - This is the desire to be liked and respected by others.
According to their personality, one of these needs will dominate the individual (Eggert,2000).
Hi Kumar,
DeleteAdding further to Need of Power, Empowerment provides benefits to organizations and makes sense of belonging which leads to have pride in the work force. Further it leads to a win-win connection among organizations and employees, which is considered an ideal environment for numerous organizations and their employees. Empowering can flourish virtual human capacities. Empowered employees are focus their job and work-life with additional importance and this leads to constant progress in coordination and work procedures.
This comment has been removed by the author.
ReplyDeleteAddition to your point the employee engagement which employees put voluntary effort into their work, beyond the minimum to get the job done, in the form of additional time, IQ or human energy (Towers Perrin, 2007). Job performance is considered and mainly depend on both employee ability and motivation skill (Ganta, 2014).
ReplyDeleteHi Aravindth,
DeleteAdding on, Organizational success is dependent upon members being motivated to use their full talents and abilities, and directed to perform well in the right areas (Joseph, 2015). According to Mullins (2005), a major international study by Proud foot Consulting revealed that, the most important reason for productivity loss was poor working morale. This includes absence of positive team spirit, low motivation, and poor sense of belonging, people feeling undervalued and poorly rewarded.
You have done good literature part on Employee motivation. According to institute for employment studies, commitment, motivation and organisational citizenship are key components for Engagement. Overlapping of these components creates engagement (Armstrong, 2014). Reynolds et al (2002: 34) commented: ‘The disposition and commitment of the learner – their motivation to learn – is one of the most critical factors affecting training effectiveness. Motivation helps to engagement, learning and development of the employee also(Armstrong, 2014).
ReplyDeleteHi Rukshan,
DeleteAppreciate your valuable comment on my blog. Adding on further, as stated by Truss et al (2006) ‘The engaged employee is the passionate employee, the employee who is totally immersed in his or her work, energetic, committed and completely dedicated’