Maslows Theory of Motivation, Herzbergs Two Factor Theory, Alderfers ERG Theory - Coursework Example

At the end of the day, competition is the only thing that motivates - the theories revisited Table of Contents At the end of the day, competition is the only thing that motivates - the theories revisited 1 Table of Contents 1 Maslow’s Theory of Motivation 2 Herzberg’s Two Factor Theory 3 Alderfer’s ERG Theory 4 McClelland's Motivation Theory 5 Vroom's Expectancy Theory 6 Equity Theory 6 Porter and Lawler's Motivation Model 7 Locke's Theory of Goal Setting 8 Conclusion 8 Reference 9 An introduction: The Theories Revisited Many people are of the opinion that the concept of motivation involves a linear understanding. However in reality it engages a varied range of theories and opinions. There are quite a few approaches regarding the study of motivation. An inspection of those theories will make the scenario more explicable. Maslow’s Theory of Motivation The hierarchy of needs, brought forward by Maslow is indubitably the simplest as well as the most conversed theory of motivation. The essence of which can be recapitulated as follows. Wishes and desires are the two elements that are supposed to regulate the behavior of human beings. However only the unsatisfied needs have the ability to influence the behavior; satisfied needs do not operate as motivators. Since an individual can have multiple needs, they are set in an order as per their importance, starting from the basic to the complicated. A person proceeds to the subsequent hierarchical level, i.e.to the more complicated ones, only when the lower echelon needs are satisfied or at least reduced. Higher in the hierarchy a person steps; he or she will display more of his or her individuality manifested through their psychological needs. Maslow’s hierarchy of needs has five levels of human needs. The responsibility of a manager lies in lifting employees from on level to the next one. The approval of primary or the basic needs does not create contentment; the denial of which however unleashes new phase of discontent. At this time the secondary requirements begin to take the control. Physiological needs are the basic needs which a human being requires for his or her survival. This is the most powerful of all needs. This group includes need for oxygen, food, drink, protection from extreme temperature etc. In an organizational context the basic needs of an employee is represented by his concern for remuneration and fundamental working conditions. It is the responsibility of a manager to ensure the fulfillment of basic needs of the employees, so that the latter can strive to attain the next level in hierarchy. Once the primary needs are satisfied, safety needs arise as motivators. This set of needs correlate to factors like job security, safe working environment, salary increment etc. Managerial practices to ensure employees’ safety needs include insurance, pension scheme, provident fund, secured work conditions and many more. The needs for the sense of belonging and love comprise the third phase in the pyramid of needs. This type of needs manifests itself in the craving for compatible task group, acceptance from the peers, professional friendship and more on. Effective supervision with friendly behavior pays off. In an organizational environment self esteem comes from job title, challenging work, responsibility, and recognition from peers and supervisors. Self actualization is associated with the desire for excellence and scope for innovation in the job place. This theory has been highly appreciated for providing an effective tool to the managers in motivating their subordinates to strive towards excellence and innovation (Learning Southwest, n.d). Herzberg’s Two Factor Theory The dual factor theory was based on the survey conducted on approximately two hundred engineers and accountants. The survey divulged that certain factors contribute in creating job satisfaction; whereas certain other factors can cause dissatisfaction among the employees. Factors such as recognition, achievement, growth, the nature of work itself foster job satisfaction. These are known as motivators or satisfiers. On the other hand, factors such as company policies, working condition, supervision, administration and inter personal relationship contribute towards the dissatisfaction of employees. These factors are known as hygiene factors. To raise the motivation among the employees, managers have to ensure that both the satisfying as well as the dissatisfying factors is properly synchronized. Reducing the factors, contributing towards the dissatisfaction, can remove the discontent from the employees’ minds. Now the minds have got a favorable frame for motivation injecting satisfiers into this situation can craft the motivation. Managers need to be realistic and must be aware of the fact that removal of unsatisfying factors and introduction of the satisfying factors can keep the employees motivated towards the work and the organization (Changing minds, 2010). Alderfer’s ERG Theory ERG stands for existence, relatedness and growth. These three factors are the main focal point of this alternative theory. The ERG theory, propounded by Alderfer, agrees with that of Maslow’s in certain aspects: that people do have needs and these needs are arranged in a subsequent hierarchy. However, the theory differs from the previous one in few respects. The ERG theory has only three hierarchical needs. Maslow’s theory maintains a rigid perspective towards progression. As per this theory more than one need may be active at the same time. People can move on to the other needs, even in a situation where the lower level needs are not yet satisfied. According to Alderfer, sometimes people may get frustrated with their higher level need, the desire for the attainment of lower level ones increase subsequently. For an example in an organizational situation, inability in satisfying the social needs may result in the increasing desire for more money or for better working environment. Factors such as education, cultural background and family traditions play an influential role in determining the hierarchy of needs. For an example, the people in Japan and Spain prefer social needs over their physiological ones. Here this theory is able to mark a more valid version of hierarchy of needs (Changing Minds, 2010). McClelland's Motivation Theory The three needs, which motivate the human activities, include affiliation, achievement and power. The theory envisions that each person has needs for all the three and might include some others also; but they differ in the intensity of the influential parts of those needs as motivator for the respective person. Employees, aiming higher achievement, set superior goal for themselves. Often these people become wealthy as in most societies the high achievers are rewarded financially. Although these achievers are not motivated by money yet money is an indicator of the achievement. The employees demonstrating the need for power get satisfaction by controlling others. Actual attainment of goals is not necessary for them; satisfaction is mostly derived from being in an influential position or authority. Many people prefer deriving their satisfaction from inter personal and social activities. When asked for the preferable team mates, they prefer their professional friends over some technically more competent but not so friendly people. The organizational environment should be set in such a way that will support the desired needs of their employees; be it affiliation, power or achievement (Arrod, 2004). Vroom's Expectancy Theory Expectancy theory is supported by the idea that, work effort is directed towards those activities that people trust will lead them to the desired upshots i.e. the efforts are directed towards the activities and behaviors which will help employees to fulfill their needs. Four important factors are involved in the whole process. Performance attained by the efforts is the first level achievements while the rewards, the first level outcomes are supposed to produce, are the second level outcomes. Performance is reflected by the work quality, absenteeism and productivity. The second level outcomes or the rewards are the promotion, job security and pay rise. The belief that enhanced quality of work can assure a heightened level of performance is known as the expectancy from the people. Instrumentality is the perception of the people that the first level results are associated with the second level results. Another element, valence, is the preference for any second level upshots. If one of these variables is low, motivation is likely to be stumpy. It does not matter how intensively the results are linked to the performance, if a staff finds the task practically impossible to perform, then the corresponding motivation to perform is also low. Managers must ensure that each of the factors is kept in mind so that the work environment can inspire motivation and enthusiasm among the employees. (Boonpattarakan, n.d). Equity Theory This theory is an outcome of the research done by several prominent theorists. The underlying assumption of this theory is that each individual is motivated by his longing to be treated in a just manner by the organizations. When people work in an organization, they mostly exchange their work for the salary and other benefits. As per this theory employees tend to lessen any inequity, they may perceive in their exchange relationship. For example if the employees feel that they are underpaid or overpaid, they tend to be motivated to reinstate equity. Employees are apprehensive not only with the amount of rewards they are getting for their work but also about the relationship of those rewards with the amount, what others obtain. They make opinions from the inputs and outcomes they get in relation with that of others. Any perceived inequality prompts the employees to refurbish equity. The equity theory is a more realistic theory towards employee motivation. As per this equity theory, most of the motivated behaviors are based on the professed situation instead of the actual circumstances (Schultz, Schoenherr & Nembherd, 2006). Porter and Lawler's Motivation Model Porter and Lawler have stated that an endeavor does not unswervingly lead to the performance. It is intervened by ability, quality and perception of the role. The rewards, which follow the performance and the perception of the employees regarding the rewards, are of utmost important while determining the satisfaction level. The model is of great significance to the managers. Employees with matching individual abilities and qualities must be placed at the respective job. Managers need to explain the job roles to the employees with much care and tender; it is their responsibility to ensure that the employees understand their respective job requirements. The performance levels, expected from them, must be properly communicated to them; that too in tangible terms. The rewards, dispersed to the employees in exchange of their work, must be valued by the employees. The model must have a significant contribution to the better indulgent towards the work inspiration and the association of satisfaction with performance; but till date it didn’t have real connotation in practical human resource management practices (Miami University, 2006). Locke's Theory of Goal Setting Setting up a goal can be an influential way of motivating people. This well recognized process has been incorporated in different organization as the basic of their management activities. In the late 1960’s Dr Locke had pioneered a research by setting up a goal and motivating the employee to attain the same. In one of his article he had stated that employees get motivated with clearly defined goals as well as with apposite feedback. Working towards the attainment of a goal is a major spring of motivation; hence the goal setting improves the performance. The research has proved that there is a relationship between the level of difficulty and the employees’ performance in attaining that goal. Specific and challenging goal led employees to strive for better performance than easy and indistinct goals. Telling someone to perform to the best of one’s ability is less effective than telling someone to try to get more than 90% correct. A challenging and exciting goal is much more motivating than the easily achievable goals. So, in an organizational context, while setting up the employees’ goals, it is better to frame challenging and exciting goal which will excite the employees and motivate them towards higher productivity (Schunk, 2001). Conclusion A number of approaches towards the concept of motivation are functional. Maslow has a belief that people follow a hierarchy of needs and proceed to another level after satisfying the previous one. Herzberg showed two distinct set of factors for motivation. As per Alderfer, multiple needs can be operative at the same time. McClelland has stated that people get motivated by three different needs; need for achievement being the prominent. For Vroom, Motivation is the artifact of three different variables. Adam’s equity theory is mostly based on the perception of the inequity by the individuals. Porter and Lawler suggested that expectancy and valence show the way to effort. Dr. Locke postulates that harder goals are better motivator than the easier ones. No single theory is powerful enough to bring out the intricacies of motivation. All of these theories, collectively, contribute towards the better understanding of employees’ behaviors. Reference Arrod. January 29, 2004. Motivational Needs. [Online]. Available at: http://www.arrod.co.uk/archive/article_motivational_needs.php [Accessed on February 3, 2010]. Boonpattarakan, A. June 28. How to Motivate Employees: The Application of Vroom’s Expectancy Theory. [Pdf]. Available at: http://www.irpithailand.org/pdf/Safe-T-Cut%20-%20How%20To%20Motivate%20Employees.pdf [Accessed on February 3, 2010]. Changing minds. 2010. Herzberg's Motivation-Hygiene Theory. [Online]. Available at: http://changingminds.org/explanations/needs/herzberg_needs.htm [Accessed on February 3, 2010]. Changing minds. 2010. ERG Theory. [Online]. Available at: http://changingminds.org/explanations/theories/erg_theory.htm [Accessed on February 3, 2010]. Learning Southwest. No Date. Maslow’s Hierarchy of Needs and Alderfer’s ERG Theory. [Pdf]. Available at: http://www.learning-southwest.org.uk/asset/Reading%20Material%20-%20%20Maslow's%20Hierarchy%20and%20Alderfer's%20ERG%20Theory.pdf [Accessed on February 3, 2010]. Miami University. January 13, 2006. Motivation. [Online]. Available at: http://www.units.muohio.edu/psybersite/workplace/motivation.shtml [Accessed on February 3, 2010]. Schunk, H. D. December, 2001. Self-Regulation through Goal Setting. [Pdf]. Available at: http://www.tourettesyndrome.net/Files/Schunk.pdf [Accessed on February 3, 2010]. Schunk, L. K., Schoenharr, T. & Nembhard, D. February 12, 2006. Equity Theory Effects on Worker Motivation and Speed on an Assembly Line. [Pdf]. Available at: http://www.hbs.edu/units/tom/pdf/kschultz.pdf [Accessed on February 3, 2010]. Read More