Motivation in the workplace is essential for organizational success. It affects employee performance, job satisfaction, and overall well-being. We can comprehend this by incorporating information from several sources. Finding a means to motivate workers to do their best jobs is a significant problem in the business sector. The goal is to design a procedure that will drive them to fulfil their obligations and foster an atmosphere they want to return to. It means finding out how their efforts are tied to their behaviour. Having this knowledge will ensure that the value of workforce output exceeds its cost. This essay will look at different theories of workplace motivation from those exact sources and evaluate them.
Expectancy Theory
The Expectancy Theory explains that an individual’s motivation to engage in a specific behaviour is influenced by three key factors: expectancy, instrumentality, and valence. As explained by Reece and Reece (2016), this theory says that employees are motivated when they think that their efforts will lead to good performance (expectation), good performance will be rewarded (instrumentality), and they value the rewards (valence). It also examines the motivational learning theories of Victor Vroom. He suggests that behaviour comes from mindful choices, among many other possibilities, with the end goal being to heighten pleasure and diminish pain. Moreover, while his theory may seem simple, it delves deeper into how we make choices (Reece and Reece, 2016). Motivating people to perform for better incentives and towards achieving company goals is no longer a priority. Instead, the theory should be employed if the organization needs to restore employees’ confidence and performance on job responsibilities.
Self-Determination Theory (SDT)
One impactful theory regarding motivation at work is the Self-Determination Theory (SDT). It outlines intrinsic motivation and how it is influenced by an employee’s innate desire to engage in their activities for rewards from within. A part of SDT suggests that people are more motivated when they feel autonomous, competent, and related to their job. In Ackerman’s 2023 study, he explores this and discusses how society must nurture our inner drive to empower and motivate ourselves. However, like all things, SDT has its place. There are several considerations when using this idea, such as the possibility that it may only be appropriate for sectors or jobs and the requirement for a favourable workplace culture (Ackerman, 2023).
Equity Theory
Equity Theory focuses on how people perceive how they are treated compared to others. To be treated equitably in contrast to another group of people (reference group) or a relevant other individual is to be treated equitably. Equity is always a comparison process incorporating sentiments and perceptions. It is not identical to equality, which entails treating everyone the same, which would be unfair if they deserved to be treated differently. According to this theory, people will be more driven if treated equitably and less motivated if treated inequitably. Organizations confront the problem of boosting job satisfaction among younger and older employees considering an increasingly age-diverse workforce. According to Kollmann et al. (2020, pp.101–115), using equity theory in conjunction with an ageing perspective, propose that, due to age-related shifts in motives and goals, younger versus older employees’ job satisfaction will differ concerning monetary rewards, task contributions, and imbalances (inequity) in the relationship between monetary rewards and task contributions (Kollmann et al., 2020, pp.101–115),
Content (Needs) Theory
Content (Needs) Theory puts more emphasis on the content of motivation. Thus, it asserts that motivation is fundamentally about meeting wants and identifying the primary needs that impact behaviour. The theory is based on the belief that the content that makes up motivation has needs. When needs are not met, tension ends up building, which then results in a state of disequilibrium. To restore equilibrium, people should establish goals that will allow them to identify their needs, and the behavioural pathway that will lead them to meet the goals will be chosen. Therefore, all behaviours are motivated by needs not met. It is critical to note that no one needs everything at any moment. Some people provide more significant amounts of drive to achieve a given goal than others based on the situation. The lack of a forward-looking connection between requirements and objectives further complicates the problem. Pursuing several objectives would be feasible to satisfy a single demand, but the time needed will grow correspondingly longer as the degree of the want increases. One goal can be able to satisfy several needs. For instance, having a need can be used to transport and impress the neighbours. Maslow was the original developer of that needs theory. In the process, he developed a concept that needs a hierarchy that he firmly believed is vital to one’s personality (Bundtzen 2020, pp.145-159).
Maslow Theory
Maslow proposed that five primary types of needs apply to everyone. Starting with the most basic physiological need and progressing through the hierarchy of safety, social, and esteem needs to the highest need, self-fulfilment. According to Maslow’s hierarchy of needs, after a lower need is met, a more significant need rises to take its place—consequently, the person’s attention shifts to meet the higher need. According to Maslow (2019), the need for self-fulfilment cannot be satiated because humans desire to reach their full potential. This article delves into the learning theories used to motivate people, and Abraham Maslow makes it. They say the lowest level of the pyramid represents our basic physiological needs like food, water, and shelter. According to this theory, humans can only focus on something else once these basic needs are met (Maslow, 2019).
Goal theory
Goal theory claims that when individuals are given well-defined goals, the goals are demanding but accepted, and there is performance feedback, motivation, and performance improvement. Participation in goal setting is vital for obtaining consensus on the established goals. Complex objectives must be agreed upon, and assistance and counsel must support their attainment (Armstrong, 2016). According to Herzberg (2003), setting high and detailed goals is a tried-and-true management approach for increasing performance and motivation. However, possible disadvantages of goal setting have been explored in recent years. One potential disadvantage is the significant chance of failing to meet the target. In this article, the researchers examined whether failing at a particular goal negatively impacts someone’s motivation to do better. They also wanted to see if it affected their self-esteem. To do this, they borrowed ideas from goal-setting theory and other studies that involved the consequences of failing a goal. Gollwitzer and Sheeran explored a technique called implementation intentions. This method adds specifics to plans for reaching goals. Implementing this could boost the chances of succeeding (Herzberg, 2003),
I see the critical significance of motivation in the workplace because of my position as an Office and Operations Coordinator. The success of an organization is influenced by motivated coworkers who are not solely productive. I want to create an atmosphere where coworkers feel empowered, independent, and engaged in their jobs by drawing on ideas of workplace motivation like the Expectancy Theory and Self-Determination Theory. Everyone should be treated fairly, and it is essential to honour and acknowledge everyone’s efforts. I want to inspire my coworkers to succeed and make steady progress by establishing clear, challenging goals, and giving helpful feedback. I am dedicated to fostering a productive, effective, and cooperative work environment where each team member’s particular needs and talents are recognized, eventually leading to success.
Over the years, organizations worldwide have faced the challenge of motivating their workforce to improve output. However, as we have learned from reading this paper, using the theories offered and having a thorough understanding of them can significantly motivate the workforce. A theory should be chosen with consideration of its context because no one answer solves all issues. This expansion contributes to our understanding of how motivation can be applied in today’s flexible environment where it is most needed.
Reference List
Ackerman, C. (2018). Self-Determination Theory of Motivation: Why Intrinsic Motivation Matters. [online] PositivePsychology.com. Available at: https://positivepsychology.com/self-determination-theory/
Armstrong, M. (2016). Armstrong’s Handbook of Management and Leadership for HR: Developing Effective People Skills for Better Leadership and Management. 4th ed. [online] Perlego. Kogan Page. Available at: https://www.perlego.com/book/1589899/armstrongs-handbook-of-management-and-leadership-for-hr-pdf
Armstrong, M. and Taylor, S. (2020) Armstrong’s Handbook of Human Resource Management Practice. 15th ed. Kogan Page. Available at:
https://www.perlego.com/book/1589838/armstrongs-handbook-of-human-resource-management-practice-pdf
Bundtzen, H. (2020) ‘Adapting Herzberg’s Motivation-Hygiene Theory to a VUCA world–a repertory grid study’ European Journal of Economics and Business Studies, 6(3), pp.145-159
Herzberg F. (2003) ‘One More Time: How Do You Motivate Employees?’ Harvard Business Review 81(1):87–96
Kollmann, T., Stöckmann, C., Kensbock, J.M. and Peschl, A. (2019). What satisfies younger versus older employees, and why? An ageing perspective on equity theory to explain interactive effects of employee age, monetary rewards, and task contributions on job satisfaction. Human Resource Management, [online] 59(1), pp.101–115. doi: https://doi.org/10.1002/hrm.21981
Maslow, A. (2019) A Theory of Human Motivation. 1st ed. GENERAL PRESS. Available at: https://www.perlego.com/book/2555832/a-theory-of-human-motivation-pdf
Monique Reece Barry L. Reese and Internet Archive (2016). Effective Human Relations: Interpersonal and Organizational Applications, Thirteenth Edition. [online] Internet Archive. Cengage Learning. Available at: https://archive.org/details/effectivehumanre0000moni
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