2.4 -motivational theories

motivational theories

• Maslow’s hierarchy of needs

• Taylor’s

• Herzberg’s two factor theory

• McClelland’s acquired needs theory

• Deci and Ryan’s self determination

• equity and expectancy theory

Taylor’s theory

• main reason people work is money

• higher financial reward = more hard working and productive workers

• specialisation = enhanced productivity

• uses piece rate

Taylor’s theory limitations

• less suitable for modern businesses

• people cannot be only motivated by money

• qualitative factors are ignored

Maslow’s hierarchy of needs

1. achieving one’s full potential

2. value and respect and feeling of accomplishment

3. being accepted by others

4. security and safety

5. basic needs

• physiological, safety and social needs must be met to prevent dissatisfaction

• esteem and self-actualisation needs help to provide a person with sense of content and satisfaction

Maslow’s hierarchy of needs limitations

• not all people are motivated in the same way

• assumes rigid, linear procession that doesn’t reflect human dynamics

Herzberg’s theory

Hygiene factors

• expected by workers

• must be met in order to avoid dissatisfaction

Motivation factors

• will make employees work harder

• lack = demotivated

• there = motivation

McClelland’s acquired needs theory

based on 3 extrinsic psychological needs

best approaches for each need

• N-Aff

  • should be provided with cooperative and collaboration

    • sense of belonging/ matrix structure

• N-Pow

  • should be given opportunities to manage and lead

    • sense of importance/ tall structure

• N-Ach

  • should be given achievable but challenging tasks

    • sense of achievement/ flat structure

strengths of McClelland’s theory of acquired needs

• ability to personalise motivation

• optimises task allocation

• framework for talent development

• cultivates a motivated and engaged workforce

limitations of McClelland’s acquired needs theory

• ignores fundamental needs

• tendency to stereotype

• difficulty and complexity to accurately identify the dominant need

Deci and Ryan’s self determination

based on 3 intrinsic psychological needs

• autonomy

• competence

• relatedness

autonomy definition

to be self-sufficient to direct and control own life

competence definition

combination of

• knowledge

• skills

• abilities

that an individual possesses to perform a task effectively and successfully

relatedness definition

connections with other people in society that provide people with sense of security, love and belonging

strengths of Deci and Ryan’s theory

• fosters intrinsic motivation and well-being

• applicable in multiple contexts

• focus on basic psychological needs

limitations of Deci and Ryan’s theory

• doesn’t apply across all professions and cultures

• no one has only 1 out of 3 needs

equity theory

• employees are demotivated when their inputs are larger than outputs

• people are motivated by fairness

key elements of equity theory

• inputs (effort)

• output (rewards)

• comparison → interpretation and evaluation will influence their motivation

limitations of equity theory

• perception of equity will vary and is subjective

expectancy theory

employees decide how much effort to put into a task based on expected outcomes

core components of expectancy theory

• expectancy (effort → performance)

• instrumentality (performance → outcome)

• valance (value of outcome)

how expectancy theory motivates

• creating and maintaining positive links between the high level of inputs/efforts with appropriate outputs/ rewards

• M = E x I x V

intrinsic motivation

• from within the person

• motivated by internal benefits

• long lasting

• strong on autonomy

• heightened creativity due to sincere interest

extrinsic motivation

• result of outside influence; praise, acknowledgment

• depends on outside incentives; cash, grades

• compliance in short time