A Brief Introduction to Motivation Theory

18 Votes

Management Theories > Motivation Theory

What is Motivation? Motivation is the answer to the question Why we do what we do?. The motivation theories try to figure out what the M is in the equation: M motivates P (Motivator motivates the Person). t is one of most im!ortant "uty of an entre!reneur to motivate !eo!#e. ( strong#y $e#ive that motivating !eo!#e with visionary an"

share" goa#s is more favora$#e than motivating through ta%ti%s& in%entives or mani!u#ation through sim!#e %arrot an" sti%' a!!roa%hes $e%ause motivating with vision is natura# wheras the former is artifi%ia# an" e!hemera#). (ow& #ets rise on the shou#"ers of the giants : A Classification of Motivation Theories (Content vs. Process) Motivation theories %an $e %#assifie" $roa"#y into two "ifferent !ers!e%tives: )ontent an" Pro%ess theories. )ontent Theories "ea# with what motivates !eo!#e an" it is %on%erne" with in"ivi"ua# nee"s an" goa#s. Mas#ow& *#"erfer& +er,$erg an" M%)e##an" stu"ie" motivation from a %ontent !ers!e%tive. Pro%ess Theories "ea# with the !ro%ess of motivation an" is %on%erne" with how motivation o%%urs. Vroom& Porter - .aw#er&

*"ams an" .o%'e stu"ie" motivation from a !ro%ess !ers!e%tive.

1. Content Theories about Motivation

Abraham Maslow s !ierarchy of "eeds

/hen motivation theory is $eing %onsi"ere" the first theory that is $eing re%a##e" is Mas#ow0s hierar%hy of nee"s whi%h he has intro"u%e" in his 1123 arti%#e name" as * Theory of +uman Motivation. *%%or"ing to this theory& in"ivi"ua# strives to see' a higher nee" when #ower nee"s are fu#fi##e". 4n%e a #ower5#eve# nee" is satisfie"& it no #onger serves as a sour%e of motivation. (ee"s are motivators on#y when they are unsatisfie". n the first #eve#& #hysiolo$ical needs e6ist whi%h in%#u"e the most $asi%

nee"s for humans to survive& su%h as air& water an" foo". n the se%on" #eve#& safety needs e6ist whi%h in%#u"e !ersona# se%urity& hea#th& we##5 $eing an" safety against a%%i"ents remain. n the thir" #eve#& belon$in$ needs e6it. This is where !eo!#e nee" to fee# a sense of $e#onging an" a%%e!tan%e. t is a$out re#ationshi!s& fami#ies an" frien"shi!. 4rgani,ations fu#fi## this nee" for !eo!#e. n the fourth #eve#& self%esteem needs remain. This is where !eo!#e #oo's to $e res!e%te" an" to have se#f5res!e%t. *%hievement nee"s& res!e%t of others are in this #eve#. n the to!5#eve#& self%actuali&ation needs e6ist. This #eve# of nee" !ertains to rea#ising the !erson0s fu## !otentia#. Alderfer s '() Theory

n 1171& )#ayton P. *#"erfer& sim!#ifie" Mas#ow0s theory $y %ategori,ing hierar%hy of nee"s into three %ategories: Physio#ogi%a# an" 8afety nee"s are merge" in '*istence "eeds& 9e#onging nee"s is name" as(elatedness "eeds+ 8e#f5esteem an" 8e#f5a%tua#i,ation nee"s are merge" in )rowth "eeds !er&ber$ s Two ,actor Theory

:re"eri%' +er,$erg& intro"u%e" his Two :a%tor Theory in 11;1. +e suggeste" that there are two 'in"s of fa%tors

affe%t motivation& an" they "o it in "ifferent ways: 1) !y$iene factors- * series of hygiene fa%tors %reate "issatisfa%tion if in"ivi"ua#s !er%eive them as ina"equate or inequita$#e& yet in"ivi"ua#s wi## not $e signifi%ant#y motivate" if these fa%tors are viewe" as a"equate or goo". +ygiene fa%tors are e6trinsi% an" in%#u"e fa%tors su%h as sa#ary or remuneration& <o$ se%urity an" wor'ing %on"itions. .) Motivators- They are intrinsi% fa%tors su%h as sense of a%hievement& re%ognition& res!onsi$i#ity& an" !ersona# growth. The hygiene fa%tors "etermine "issatisfa%tion& an" motivators "etermine satisfa%tion. +er,$erg theory %onforms with satisfa%tion theories whi%h assert that a satisfie" em!#oyee ten"s to wor' in the same organi,ation $ut this satisfa%tion "oes not a#ways resu#t in $etter

!erforman%e. n other wor"s& satisfaction does not correlate with #roductivity. McClelland s Achievement "eed Theory in his 1171 $oo' name" as The *%hieving 8o%iety& =avi" M%)#e##an" i"entifie" three $asi% nee"s that !eo!#e "eve#o! an" a%quire from their #ife e6!erien%es .

"eeds for achievement: The !erson who have a high nee" for a%hievement see's a%hievement an" tries to attain %ha##enging goa#s. There is a strong nee" for fee"$a%' as to a%hievement an" !rogress& an" a nee" for a sense of a%%om!#ishment. The !erson who

have a high a%hievement nee" #i'es to ta'e !ersona# res!onsi$i#ity. "eeds for affiliation: The !erson who have a high nee" for affi#iation nee"s harmonious re#ationshi!s with !eo!#e an" nee"s to $e a%%e!te" $y other !eo!#e. (Peo!#e5 oriente" rather than tas'5oriente"). "eeds for #ower: The !erson who have a nee" for !ower wants to "ire%t an" %omman" other !eo!#e. Most managers have a high nee" for !ower. *#though these %ategories of nee"s are not e6#usive& genera##y in"ivi"ua#s "eve#o! a "ominant $ias or em!hasis towar"s one of the three nee"s. >ntre!reneurs usua##y have high "egree of a%hivement nee"s. /ncentive Theory

n%entive theory suggests that em!#oyee wi## in%rease her?his effort to o$tain a "esire" rewar". This is $ase" on the genera# !rin%i!#e of reinfor%ement. The "esire" out%ome is usua##y money. This theory is %oherent with the ear#y e%onomi% theories where man is su!!ose" to $e rationa# an" fore%asts are $ase" on the !rin%i!#e of e%onomi% man.

.. Process Theories about Motivation

'*#ectancy Theory >6!e%tan%y Theory argues that humans a%t a%%or"ing to their %ons%ious e6!e%tations that a !arti%u#ar $ehavior wi## #ea" to s!e%ifi% "esira$#e goa#s. 0ictor !. 0room+ "eve#o!e" the e6!e%tan%y theory in 1172& !ro"u%ing a systemati% e6!#anatory theory of wor'!#a%e motivation.

Theory asserts that the motivation to $ehave in a !arti%u#ar way is "etermine" $y an in"ivi"ua#0s e6!e%tation that $ehaviour wi## #ea" to a !arti%u#ar out%ome& mu#ti!#ie" $y the !referen%e or va#en%e that !erson has for that out%ome. Three %om!onents of >6!e%tan%y theory are: 1. '*#ectancy: > 5@ P. The $e#ief of the !erson that her?his effort (>) wi## resu#t in attainment of "esire" !erforman%e (P) goa#s. A. /nstrumentality: P 5@ B. The $e#ief of the !erson that she?he wi## re%eive a rewar" (B) if the !erforman%e (P) e6!e%tation is met. 3. 0alence: The va#ue of the rewar" a%%or"ing to the !erson. (e.g. s the rewar" attra%tive to the !erson?)

The equation suggests that human $ehaviour is "ire%te" $y su$<e%tive !ro$a$i#ity. )oal Theory 'dwin 1oc2e !ro!ose" Coa# Theory in 1178& whi%h !ro!oses that motivation an" !erforman%e wi## $e high if in"ivi"ua#s are set s!e%ifi% goa#s whi%h are challen$in$& but acce#ted& an" where feedbac2 is $iven on #erformance. The two most im!ortant fin"ings of this theory are: 1. 3ettin$ s#ecific $oals (e.g. want to earn a mi##ion $efore am 3D) generates higher

#eve#s of !erforman%e than setting genera# goa#s (e.g. want to earn a #ot of money). A. The $oals that are hard to achieve are #inear#y an" !ositive#y %onne%te" to !erforman%e. The har"er the goa#& the more a !erson wi## wor' to rea%h it. Adams '4uity Theory =eve#o!e" $y Eohn 8ta%ey *"ams in 1173& >quity Theory suggests that if the in"ivi"ua# !er%eives that the rewar"s re%eive" are equita$#e& that is& fair or <ust in %om!arison with those re%eive" $y others in simi#ar !ositions in or outsi"e the organi,ation& then the in"ivi"ua# fee#s satisfie". *"ams asserte" that em!#oyees see' to maintain equity $etween the in!uts that they $ring to a <o$ an" the out%omes that they re%eive from it against the !er%eive" in!uts an" out%omes of others.

Classification of Motivation Theories

cation A Classification of Motivation Theories (Content vs. Process) Motivation theories can be classified broadly into two different perspectives: Content and Process theories. Content Theories deal with what motivates people and it is concerned with individ al needs and !oals. Maslow" Alderfer" #er$ber! and McCelland st died motivation from a content perspective. Process Theories deal with the process of motivation and is concerned with how motivation occ rs. %room" Porter & 'awler" Adams and 'oc(e st died motivation from a process perspective. ). Content Theories abo t Motivation Abraham Maslow*s #ierarchy of +eeds ,hen motivation theory is bein! considered the first theory that is bein! recalled is Maslow*s hierarchy of needs which he has introd ced in his )-./ article named as A Theory of # man Motivation. Accordin! to this theory" individ al strives to see( a hi!her need when lower needs are f lfilled. 0nce a lower1level

need is satisfied" it no lon!er serves as a so rce of motivation. +eeds are motivators only when they are nsatisfied. 2n the first level" physiolo!ical needs e3ist which incl de the most basic needs for h mans to s rvive" s ch as air" water and food. 2n the second level" safety needs e3ist which incl de personal sec rity" health" well1bein! and safety a!ainst accidents remain. 2n the third level" belon!in! needs e3it. This is where people need to feel a sense of belon!in! and acceptance. 2t is abo t relationships" families and friendship. 0r!ani$ations f lfill this need for people. 2n the fo rth level" self1esteem needs remain. This is where people loo(s to be respected and to have self1respect. Achievement needs" respect of others are in this level. 2n the top1level" self1act ali$ation needs e3ist. This level of need pertains to realisin! the person*s f ll potential.

Intrinsic Motivation Intrinsic means internal or inside of yourself. When you are intrinsically motivated, you enjoy an activity, course or skill development solely for the satisfaction of learning and having fun, and you are determined to strive inwardly in order to be competent. There is not external inducement when intrinsic motivation is the key to behavior or outcome.

3 Herbs that Beat Anxiety 4octors 5eveal ) ,eird

Compo nd to Calm An3iety that May 6 rprise 7o www.a83an3iety.com 6ponsored 'in(s

Examples of Intrinsic Motivation When you are motivated intrinsically, you have fun and look for skill development and competency, personal accomplishment and excitement. If you write articles for the curiosity and fun of learning and sharing information or run because it relieves stress and makes you feel better or excites you to improve your personal time, you are intrinsically motivated. As well, when you learn a new game and seek to play it often because it excites you to think differently and work internally to develop your skills, you are motivated by intrinsic measures. Extrinsic Motivation xtrinsic means external or outside of yourself. This type of motivation is everywhere and fre!uently used within society throughout your lifetime. When you are motivated to behave, achieve, learn or do based on a highly regarded outcome, rather than for the fun, development or learning provided within an experience, you are being extrinsically motivated.

Examples of Extrinsic Motivation Trophies, medals, money, discounts, grades, entrance to programs or schools, higher commission percentages, new clothes and losing weight are all examples of extrinsic motivators. In childhood, bribery is used, schools use grades, trophies and academic recognition based on good behavior, grocers use discount cards and coupons to save you money while you shop at their store and corporations use bonuses and commission scales to encourage growth and sales numbers. Considerations The main argument and difference between intrinsic and extrinsic motivation contends that intrinsic motivation is derived from a self"concept, core beliefs, internal need and development opposed to extrinsic motivators which can undermine these motivations. According to #r. $ames %avin, a professor at &oncordia 'niversity, motives need to be additive in effect, which means the more reasons you find to motivate yourself to engage in a behavior, the more likely you will continue with and persist in these behaviors. xternal motivators are typically not additive.