Motivation Theory Essay

1. What triggers demeanor?According to humanist psychologist Abraham Maslow, our make outions ar motivated in order to strike certain demands. This hierarchy suggests that mickle be motivated to fulfill basic indigences before locomote on to other, more advanced guides. This hierarchy is approximately practic solelyy displayed as a pyramid. The lowest levels of the pyramid be made up of the most(prenominal) basic needs, while the more complex needs argon fixed at the nobble of the pyramid. necessarily at the bottom of the pyramid atomic number 18 basic physical requirements including the need for food, water, sleep, and warmth. Once these lower-level needs perplex been met, stack stand move on to the next level of needs, which ar for sanctuary and security. As people progress up the pyramid, needs become more and more psychological and social. Soon, the need for love, friendship, and intimacy become important. Further up the pyramid, the need for individualal esteem and shadeings of meetment take priority.2. Clayton P. Alderfers ERG opening from 1969 condenses Maslows five human needs into three categories Existence, Relatedness and Growth. Existence Needs ac spotledge all(prenominal) material and physiological appetencys (e.g., food, water, air, clothing, safety, physical love and extend toion). Maslows frontmost two levels. Relatedness NeedsEncompass social and external esteem relationships with pregnant others like family, friends, co- operateers and employers . This besides means to be recognized and feel doctor as intermit of a group or family. Maslows thirdly and fourth levels. Growth NeedsInternal esteem and self actualisation these impel a person to make creative or copious effects on himself and the environment (e.g., to progress toward angiotensin-converting enzymes precedent self). Maslows fourth and fifth levels. This includes desires to be creative and productive, and to complete signifi mintt designates. Even though the priority of these needs differ from person to person, Albergers ERG surmisal prioritises in terms of the categories concreteness. Existence needs are the most concrete, and easiest to verify. Relatedness needs are less concrete than existence needs, which consider on a relationship between two or more people. Finally, ontogenesis needs are the least concrete inthat their specific objectives depend on the uniqueness of individually person. Contrarily to the melodic theme by Maslow that rag to the higher levels of his pyramid required satisf body process in the lower level needs, the ERG areas of Alderfer are simultaneous needs. ERG possibleness recognizes that the importance of the three categories whitethorn go for each individual. Managers must recognize that an employee has multiple needs, which must be satisfy simultaneously. According to the ERG conjecture, if you focus exclusively on one need at a succession, this forget not potently motivate.3. Th e foresight scheme says that individuals throw off different sets of destinations and gouge be motivated if they fool certain expectations. This possible action is rough choice, it explains the processes that an individual undergoes to make choices. In validational behavior study, expectancy theory is a motivation theory first proposed by success Vroom of the Yale School of focus in 1964. motif, according to Vroom. boils down to the determination of how much effort to apply in a specific chore situation. This choice is set upd on a two-stage sequence of expectations (effort operation and slaying outcome). First, motivation is affected by an individuals expectation that a certain level of effort will produce the intended performance determination. For showcase, if you do not believe increasing the amount of time you glide by studying will signifi green goddesstly raise your grade on an exam, you in all likelihood wilt not study some(prenominal) heavilyer than usual. Motivation also is influenced by the employees perceived chances of acquiring various outcomes as a issuanceant of accomplishing his or her performance inclination. Finally, individuals are motivated to the extent that they value the outcomes received. expectancy THEORY BELIEFS1. Valence. Refers to the emotional orientations which people hold with respect to outcomes rewards. The depth of the pauperization of an employee for adscititious money, promotion, free time, benefits or intrinsic satisfaction rewards. Management must spot what employees appreciate.2. Expectancy. Employees turn in different expectations and levels of confidence about what they are capable of doing. Management must discover what resources, training, or supervision the employees need.Facts +The 2011 Nielsen survey also showed that the top five dimensions students considered when it comes to seeking occupation were high degree of independence at doing, salary package, learning on the hypothec ate, growth prospects and standing of the company in the market Employer brand respectively.3. Instrumentality. The perception of employees whether they will actually receive what they desire, even if it has been promised by a manager. Management must ensure that promises of rewards are fulfilled and that employees are aware of that.Vroom suggests that an employees beliefs about Expectancy, Instrumentality, and Valence interact psychologically. In this way they create a motivational force, much(prenominal) that the employee will act in a way that brings pleasure and avoids pain. This force can be calculated via a formula4. Adams Equity TheoryEquity theory, most popularly go to sleepn as equity theory of motivation, was first developed by John Stacey Adams, a sueplace and behavioral psychologist, in 1963. John Stacey Adams proposed that an employees motivation is affected by whether the employee believes that their employment benefits/rewards are at least equal to the amount of t he effort that they bewilder into their work.Definition of equityAn individual will consider that he is toughened fairly if he perceives the ratio of his inputs to his outcomes to be equivalent to those around him. Thus, all else world equal, it would be acceptable for a more senior attendant to receive higher compensation, since the value of his experience (and input) is higher. The way people base their experience with satisfaction for their job is to make comparisons with themselves to people they work with. If an employee identity cards that other person is getting more recognition and rewards for their contri just nowions, even when both have donethe same amount and lineament of work, it would persuade the employee to be dis conform to. This dissatisfaction would result in the employee feeling under-appreciated and perhaps worthless. This is in direct contrast with the idea of equity theory, the idea is to have the rewards (outcomes) be directly related with the quality and quantity of the employees contributions (inputs). If both employees were perhaps rewarded the same, it would help the workforce realize that the organization is fair, observant, and appreciative.This can be illustrated by the following equationAdams categorised employment benefits and rewards as outputs and an employees work effort as inputs. Input ExamplesThe number of hours worked by the employeeAn employees work responsibilitiesAn employees work dutiesThe work commitment demonstrated by the employeeAn employees loyaltyAn employees flexibility such as undertaking tasks at brusque notice The support that the employee has provided to the transcription, colleagues and line managersOutput ExamplesSalaryBonusPrizesRecognition of the employees contributionPositive work appraisalsWork promotionsPensionEmployer flexibility annual leaveAdams stated that if an employee believes that their work outputs are not equal or greater than their inputs past the employee will become de-motivat ed. Adams theory includes the assertion that when an employee isassessing whether the outputs they receive are fair the employee will often equation their colleagues work inputs and outputs with their own. The comparison will often be made with an employee at a similar level in the organisation to the employee. PropositionsEquity theory consists of four propositionsIndividuals seek to maximize their outcomes (where outcomes are be as rewards minus cost). Groups can maximize collective rewards by underdeveloped accepted systems for equitably apportioning rewards and cost among members. Systems of equity will spud within groups, and members will attempt to induce other members to accept and draw together to these systems. The only way groups can induce members to equitably behave is by making it more profitable to behave equitably than inequitably. Thus, groups will mainly reward members who hold dear others equitably and generally punish (increase the cost for) members who tre at others inequitably. When individuals find themselves participating in unjust relationships, they become distressed. The more inequitable the relationship, the more distress individuals feel. According to equity theory, both the person who gets to a fault much and the person who gets also little feel distressed. The person who gets too much may feel guilt or shame. The person who gets too little may feel angry or humiliated. Individuals who perceive that they are in an inequitable relationship attempt to eliminate their distress by restoring equity. The greater the inequity, the more distress people feel and the more they decide to restore equity. (Walster, Traupmann and Walster, 1978)5. Acquired Needs Theory McClellandMcClelland proposes that those in top management positions should have a high need for power and a low need for railroad tie. Psychologist David McClelland created Need Theory, a motivational model that attempts to explain how the needs for achievement, powe r, and affiliation affect the actions of people from a managerial context. McClellands Need Theory, created by psychologist David McClelland, is a motivational model that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context. People who are achievement-motivated typically elect to master a task or situation. This motivational need stems from apersons desire to influence, teach, or encourage others. is a motivational model that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context. It is often taught in classes concerning management or organizational behavior (Figure 1). People who are achievement-motivated typically prefer to master a task or situation. They prefer working on tasks of moderate difficulty, in which the results are based on their effort rather than on luck, and to receive feedback on their work. Those who desire affil iation, however, prefer to spend time creating and maintaining social relationships, enjoy being a part of groups and have a desire to feel love and accepted. People in this group may not make effective managers be practise they may worry too much about how others will feel about them. In his theory, people are not placed into categories but rather have degrees of these needs No one is only in one group of these needs.The balance of needs brings out a profile.Needs do not explain competencies in any area. One can have high needs in one area and nonoperational be effective in an area where these needs are not necessarily fulfilled. This motivational need stems from a persons desire to influence, teach, or encourage others. People in this category enjoy work and place a high value on discipline. The downside to this motivational fiber is that group goals can become zero-sum in disposition. For one person to win, other must lose. However, this can be positively applied to help acco mplish group goals and to help others in the group feel competent about their work. McClelland proposes that those in top management positions should have a high need for power and a low need for affiliation. He also believes that although individuals with a need for achievement can make good managers, they are not suited to being in top management positions.6. Herzbergs two-factor theory states that certain factors vex job satisfaction, and a reach set of factors cause dissatisfaction. According to Herzberg, understanding what causes employee satisfaction and dissatisfaction is important for management. The factors that motivate people can change over their lifetime, but respect for me as a person is one of the top motivating factors at any stage of life. joy anddissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena. To ensure a satisfied and productive workforce, managers must give precaution to both sets of job facto rs.Frederick Herzbergs two-factor theory, also bashn as the motivation-hygiene theory or intrinsic/extrinsic motivation, concludes that while there are certain factors in the workplace that cause job satisfaction, a separate set of factors can cause dissatisfaction. The factors that motivate people can change over their lifetime, but respect for me as a person is one of the top motivating factors at any stage of life. Figure 1 According to Herzberg, intrinsic motivators such as ambitious work, recognition, and responsibility produce employee satisfaction, while extrinsic hygiene factors, including status, job security, salary, and fringe benefits if absent produce dissatisfaction. Herzbergs theory appears to parallel Maslows needs hierarchy. Individuals look for the gratification of higher-level psychological needs having to do with achievement, recognition, responsibility, advancement, and the nature of the work itself. However, Herzberg added a new dimension to this theory, in cluding factors that cause dissatisfaction as well, such as company policies, supervision, technical problems, salary, interpersonal relations on the job, and working conditions. This two-factor model of motivation is based on the notion that the presence of one set of job characteristics or incentives leads to worker satisfaction, while another and separate set of job characteristics lead to dissatisfaction. Thus, satisfaction and dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena. If management wishes to increase satisfaction on the job, it should be touch on with the nature of the work itself the opportunities it presents employees for gaining status, assuming responsibility, and achieving self-realization. If, on the other hand, management wishes to tailor dissatisfaction, then it must focus on the job environment policies, procedures, supervision, and working conditions. To ensure a satisfied and productive work force, managers must give attention to both sets of job factors.Examples of Business Goal-Setting TheoryBusiness owners will often set individual goals to motivate employees and reach company objectives. Goals that are hard to reach are often more intriguing, as more work is required to fulfill them. Edwin A. Locke introduced the theoretical approach to setting goals and building motivation, which can be directly applied to a professional setting. In fact, this showcase of goal-setting theory is one of the more useful motivational theories used in industrial and organizational psychology and management. lucidity and FocusOne part of business goal-setting theory is creating disentangle and focused goals that are obtainable. Having a goal of pulling in $100,000 in business profits within a single year may not be obtainable for a small business owner. A clear and focused goal may be to get $50,000 in profits based on $20,000 in product sales, $10,000 from investments and $20,000 from service sales. A single goal must have a plan to reach the goal, whether it is a monthly plan with mini-goals or a weekly plan for short-term goals. Commitment and TeamworkEmployees of a minded(p) business may be more committed to a goal if they are a part of setting the goals and deadlines. In addition, a police squad may also work closer together if they have a mutual goal. Commitment and responsibility to a goal may also increase the motivational level within the business. In addition, each employee may have his own goal, but keep all workers informed of bigger goals to ensure continuous commitment and teamwork in a business. Feedback and Progression some other theoretical perspective on setting successful goals in a business environment involves getting feedback from managers and other employees as the work towards the goal progresses. Part of the feedback includes getting clarity on tasks, adjusting the goals or methods, making budgetary changes and getting additional help f rom managers. This feedback may alter the progression of the goal, so the employee working to reach the goal must be informed of the changes. complexness and SuccessA single goal may become overwhelming, especially if the goal is long-term or very complex. Fulfilling these types of goals requires a comely time period, including time to learn and practice skills to meet expectations. Meeting a tax goal may not be probable within a single month or quarter, so extending the goal deadline for a reasonable time period may lead to more success. Having a short period of time to fulfill goals may inhibit employees from reaching expectations and may end up failing.Dr. Edwin Locke formulated and clarified what has come to be called goal-setting theory in the 1960s. Since then, businesses have found that employees are more likely to do their better work once they have set clear, attainable goals. Goal-setting theory affects many aspects of your business and once you understand specific app lications in each area, you can improve your company in concrete ways. Sponsored Link handsome Business Loanswww.captap.comFund your business to sidereal day $5k to $15k. Apply nowClarityTo be effective, goals must be clear according to goal-setting theory. Employees must know exactly what theyre supposed to achieve and when. Merely telling an employee to do better does not offer a clear course of action and doesnt indicate how the employee will know when he has achieved the goal. An utilization of a clear goal is telling an employee you expect a 10 part increase in sales in three months. Another example readiness be asking an employee to produce 15 more units per day over a period of six weeks. Such goals make it clear what the employee is supposed to do and what the deadline is. They allow for objective measurement. ChallengeA goal is most effective when it presents a challenge to the employee. According to the article, Building a Practically Useful Theory of Goal Setting and T ask Motivation written by Dr. Edwin Locke and Gary Latham, if a task is too easy or too hard employees will not put in their best efforts. However, a goal that is just difficult enough to be challenging inspires maximum performance. For example, asking a production manager to cut costsby 90 percent might be overwhelming. Cutting costs by 20 percent might make a reasonable challenge. Similarly, requiring order takers to double the amount of orders they take in an hour could admonish them. A goal of 15 percent more orders per hour might be more reasonable and challenging. CommitmentGetting employees to buy in to the goals you set makes it more likely they will reach those goals. You can do this by asking employees to participate in setting goals. Their commitment will provide the energy and perseverance that will help them achieve those goals. For example, getting your accounting division to agree to having all of your assets labeled and tracked by the end of the year can give them a sense of excogitation and direction that will help them work together and improve their king to value assets for tax purposes. FeedbackYou dont just add goals and then check on their completion at deadline time. If you provide benchmarks along the way, this lets your employees know how they are doing. You can also hold periodic meetings so they can give you feedback about any issues that have arisen and adjustments that have to be made. This nonpartisan feedback approach helps measure progress towards achieving goals and provides encouragement in the face of difficulties. For example, if you deprivation the production department to have 20 percent fewer rejections from the quality-control department in six months, you can meet with them each month to give them their current figure and identify any areas where the problems seem to be occurring. In addition, if you would like a 30 percent improvement in client service ratings, you can give your customer service department feedba ck on a weekly or monthly basis to let them know how theyre doing. Task ComplexityComplex tasks can be overwhelming. helper your employees break such tasks into smaller parts so that they can achieve smaller goals on their way to the big one. For example, if you want to migrate all the data from one database to another, you can set smaller goals of moving a set number of accounts each week or month. Another example might be that if you want expansion plans for a new readiness done in six months, you could set smaller goals of completingan summary for the financing needed, construction costs and the new personnel that will be required as separate goals to achieve.