Motivation is a key component in employee productivity and overall organizationa

Question

Motivation is a key component in employee productivity and overall organizational success. Understanding why people behave as they do is an important step in predicting and managing behavior. There are many theories of motivation. Three important theories are Maslow's Hierarchy of Needs, McGregor's Theories X and Y, and Herzberg's two-factor theory.

In your own words:

Describe and evaluate one of these important theories of motivation. First, choose a theory and describe the claims it makes. What does it say about why people act as they do? Then explain why, in your view, the theory you have chosen is or is not effective in predicting individual behavior. Do people actually behave the way the theory claims that they do?

Explanation / Answer

MOTIVATION AND WORK BEHAVIOR

Motivation is the process of arousing and sustaining goal-directed behavior. Motivation theories attempt to explain and predict observable behavior. Motivation theories may be classified as internal, process, or external theories. This is one of the most complex topics in organizational behavior because of the large number of variables that affect motivation.

A.Internal Needs

Motivation research is increasingly specific, and examines smaller portions of the larger theories. Writers have looked for internal, value-oriented reasons for motivation that would relate to the meaning of work for society. The Protestant ethic was related to the concept of working hard in order to secure a place in heaven. In contrast, Freud developed psychoanalysis as a method of probing the subconscious mind to understand a person’s motives and needs.

B.External Incentives

Early scholars assumed that self-interest and economic gain motivated people. The Hawthorne studies revealed the importance of social and interpersonal motivation. Early theories of motivation typically took one of two perspectives. The first perspective was that people acted out of self-interest for material gain. The second perspective suggested that people act in ways that satisfy their emotional needs. Adam Smith's basic assumption was that people are motivated by self-interest for economic gain. Therefore, employees will be most productive when motivated by self-interest. Self-interest refers to seek one’s own best interest and benefit. Frederick Taylor believed that the conflict between management and employees was over how to divide profits. These early ideas stand in contrast to newer theories of motivation.

III.MASLOW’S NEED HIERARCHY

A.The Hierarchy of Needs

The needs hierarchy divided motivation into five levels of needs to be satisfied. Maslow compared the lower level of this hierarchy to unsatisfied employees, and suggested that as people satisfy needs on one level, they progress to the next level of need as motivation for behavior.

B.Theory X and Theory Y

McGregor utilized the needs hierarchy to develop polarized assumptions about workers based on whether they are motivated by lower order needs or by higher order needs. Furthermore, he suggested that individuals in organizations should be treated differently depending on which level of needs motivated them. Theory X represents the assumptions associated with managing individuals motivated by lower order needs. Theory Y represents the assumptions associated with managing individuals motivated by higher order needs.

C. ERG Theory

ERG theory represents a reclassification of Maslow's need hierarchy into three levels of needs. Alderfer also developed a regression hypothesis that suggests that individuals will focus on lower level needs when higher level needs are unattainable.

HERZBERG'S TWO-FACTOR THEORY

The two-factor theory examines the degree to which individuals are satisfied or dissatisfied at work. Herzberg's theory provided two lists of needs. For example, work conditions related to satisfying psychological needs were determined to be motivation factors. On the other hand, hygiene factors were related to dissatisfaction and were caused by discomfort or pain.

A.Motivation Factors

Motivation factors lead to positive mental health and challenge people to grow; yet the absence of these factors does not lead to dissatisfaction.

B.Hygiene Factors

Job dissatisfaction occurs when the hygiene factors are either not present or not sufficient. However, because they cannot stimulate psychological growth, they do not lead to satisfaction.

C.Critique of the Two-Factor Theory

Although the approaches of Maslow and Herzberg were more flexible than previous theories, critics identify the lack of clear distinction between hygiene and motivation factors, the absence of individual differences, and the absence of intrinsic motivators as deficiencies. History is full of examples of people who are motivated by causes, personal missions, discovery, service, beliefs, creativity, and other factors not considered by Herzberg.

This is similar to the research question that asks what motivates supervisors versus what motivates employees. Most of us think our motives are superior and deeper than the rest of the organizational members. No one wants to be merely normal or average. Most of us may share lower level needs, but there may be differences in the higher level need

The needs hierarchy begins with fulfilling physiological needs, such as food and shelter. The second level involves safety and security needs that are satisfied by a feeling of safe surroundings, such as a well-lit environment in which to work. Family and friends can meet third level needs for love and social relationships. Fourth is the esteem need, which can be satisfied by titles and actions that earn respect from others. The final level is the self-actualizing need, which is the need to achieve one's full potential.

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