Compare and Contrast Two Theories of Motivation - Essay Example

Motivation Compare and Contrast Two Theories of Motivation The Motivation of employees has always been perceived as a means for an organization, not only to survive, but also thrive. There is a general feeling that employees, who are motivated, are more productive. Given the present results, managers are currently trying to comprehend what makes these workers motivated and hence more productive. There are two theories that this paper endeavors to focus on: The first one is Abraham Maslow’s “Hierarchy of Five Needs” theory and the second one is McGregor’s Theory X and Y. Dating back into the 1950’s great theorists like Abraham Maslow and Douglas McGregor had drawn up an ideology that revolutionized the motivational management sphere into a comprehensive and remarkable one. Although both these theories had been very much debated and their authenticity were still questionable, yet they looked at the perspective from a different angle and the views had been made use of for massive studies and applications for both university and company use. The results of these theories have proved successful over the years and hence it is made use of by people in authority to help and motivate their workers towards a successful and profitable performance. Considering the labor arena, workers are regarded as just another vehicle of goods and services in the manufacturing process. However, in 1973, Dickson asserts that since the Hawthorne Studies, there had been a twist in this ideology. To explore this area a survey had been carried out, and it came to light that workers who were not attracted, nor inspired by financial rewards or gains, are in some way committed to their job and hence give a good performance. In his 1993 study, Bedeian had portrayed that the methodology of human relations in the management of people is crucial, and that the motivation of employees are closely linked to their own individual needs, not only in the company, but also on a more personal level. However, in 1991 according to Bowen and Radhakrishna, the motivational means of employees are constantly changing. In connection to this, Kovach in 1987 claims that even as the income of workers are increased by the company there would also be a possibility that monetary rewards would not be sufficient and potent tool in motivating employees, particularly when the employees got older. In this light, this paper aims to dissect theories of motivation that would not only be feasible but also prove beneficial to both the management as well as the worker. According to Smith in 1994, motivated employees are the answer to survival. The Maslow’s Hierarchy of Needs Theory states that the individual must first of all address the lowest or the most basic physiological needs of satisfying hunger, thirst and sex drive before satisfying his need for security or safety. Once these two needs are satisfied, man goes on to satisfy his third need which is the feeling of acceptance or being loved or belonging to an individual and group. When this need is satisfied he aims to fulfill his fourth need which is “self esteem”. At this stage he strives hard to gain recognition and approval for all that he does. After satisfying his fourth need, he progresses further to achieve his fifth need which is his unique and highest potential. Based on his needs and the capacity to fulfill them, the worker strives harder to give a better output or performance. This output or performance largely relies on the amount of motivation he has to achieve his goals. Therefore, it becomes the duty of the manager to devise ways and means that would satisfy the needs of the worker while ensuring a better performance from him. An individual’s priorities have the right to fluctuate between the needs which are most important to him. It is for this reason, that organizational management has the prerogative to make available prospects for these upper-level needs to be taken care of within the organization so that it would motivate the workers and fulfill all his needs. In order for this to run on well – oiled wheels, the worker could be allowed to contribute to the decision – making process which would help to build a healthy team spirit and make his job much more exciting and challenging. The second motivation theory by Douglas McGregor took shape in 1960, when he published his book titled “The Human Side of Enterprise” which became popular, and hence McGregor came to be known as the father of Theory X and Theory Y which is the theory of managerial leadership. According to McGregor, people prefer to work than remain idle and also they don’t resist change but resist being changed. This sort of human behavior is bound to throw light on how managers should try to fulfill these needs to elicit a high potential output from those who work under him. McGregor has quoted – “Without in the least minimizing the importance of the work that has been done to improve the selection of people with managerial potential, I have come to the conviction that some of our most important problems lie elsewhere.” According to him, the primary aim of managing workers is based on solely based on three major schemes which he termed as – 1. Theory X: (1) the organizational management is obligated to organize the factors such as material resources, tools and human resources that produces company income, 2. Proper procedure of managing their labors, motivating them, monitoring and supervising their tasks. 3. Workers have to be intimidated, controlled, under- probation and punished in order to maintain a good and harmonious working atmosphere. Theory Y on the other hand holds good for the managers who hold their workers accountable for poor performance, but also try their best to make the work space a peaceful and harmonious place that offers them great security besides a decent salary. The workers play an important part in decision making and hence are committed to following the rules they lay down. Moore in 2001 claimed that to a definite degree, some employees may respond disapprovingly as well as manifest opposition and even derision. Additionally, those companies who have poor social and environmental situations are doomed to fall. However, we must admit that synergy is anything but simple; Maslow identifies “synergy” as a way of working life in which what is advantageous for an individual is advantageous for everybody. On the other hand, individuals who are selfish and only work to achieve their personal goals at the cost of the other workers are definitely not healthy either for the company or his colleagues working with him. When managers are capable of synchronizing all these components together, a new synergy is automatically seen flowing through the company – making it not just a work spot but a “home away from home.” > References: > Bedeian, A. G. (1993). Management (3rd ed.). New York: Dryden Press. > Bowen, B. E., & Radhakrishna, R. B. (1991). Job satisfaction of agricultural education faculty: A constant phenomena. Journal of Agricultural Education, 32 (2). 16-22. > Dickson, W. J. (1973). Hawthorne experiments. In C. Heyel (ed.), The encyclopedia of management, 2nd ed. (pp. 298-302). New York: Van Nostrand Reinhold. > Kovach, K. A. (1987). What motivates employees? Workers and supervisors give different answers. Business Horizons, 30. 58-65. > Maslow, A. H. (1943). A theory of human motivation. Psychological Review, July 1943. 370-396. > Moore, K 2001, ‘Restoring Faith in The Workplace,’ American Gas, November, p.6 > Smith, G. P. (1994). Motivation. In W. Tracey (ed.), Human resources management and development handbook (2nd ed.). U.S., New York. > ‘Lead and Motivate Your Staff,’ n.d Business link Retrieved May 9, 2007 Retrieved on May 8, 2008 from http://www.businesslink.gov.uk/bdotg/action/detail?type=RESOURCES&itemId=107734 Abraham H. Maslow, Abraham H. “Maslow On Management” Wiley & Sons Inc.. > Retrieved on May 8, 2008 from > http://www.altfeldinc.com/pdfs/m Read More