Motivation theories

Maslow's Theory on Hierarchial needs

- Abraham Maslow developed a 5-stage ladder of human needs. Each step builds on the one below. Each cannot be achieved until the stage below it has been fulfilled.

1. Self-actualisation needs

challenging work, allowing for creativity. participate in decision making, opportunities for personal growth, and advancement.

-desire to become the most one can be

2. esteem needs

job title and task responsibilities, good performance management rating, bonuses, promotions

e.g respect, self-esteem, status, recognition, strength

3. social needs

-friendly work associates, social activities, and feeling accepted by work colleagues.

-friendships, intimacy, family, a series of connections

4. safety needs

job security, benefits, safe and healthy working conditions, insurance, superannuation

5. physical needs

a secure job, remuneration (pay), food, air, water

Herzberg 2 Factor theory

-Herzberg categorised motivational needs into higher-level motivational factors (intrinsic) and lower level hygine factors (extrinsic).

Motivational factor (intrinsic)

-increase in satisfaction and performance

-can be linked to the higher levels of Maslow's hierarchy such as social, esteem and self-actualisation needs.

-e.g., achievements, promotions, growth, bonuses

Hygine Factor (extrinsic)

-refers to the environment in which people work in. These factors will either provide dissatisfaction or no dissatisfaction, but will not lead to motivation

-Hygiene factors can be linked to maslows lower level needs, such as psychological and safety needs

-e.g pay rate, company policy, security

Vrooms Expectancy theory

-based on the theory that people make conscious choices in order to maximise happiness and minimise discomfort/pain.

instrumentality (expectancy theory

-the belief that if performance is increased, then a valued outcome will be received.

-the degree to which a first-level outcome will lead to the second-level outcome

valence (expectancy theory

-the importance that the individual places upon the expected outcome

-For valance to be positive, the person must prefer attaining the outcome. e.g if someone is motivated by money, they might not value offers of additional time off.

John Adams' equity theory

-emplyers judge the fairness of a leader based on social comparisons

-how the boss treats other emplyees that are like them

-The employee will do this by assessing what they give to the organization (inputs) in relation to what the organization gives them (outcomes) by comparing what rewards are given to their peers