|BUS101: Introduction to Business
|Sunday, February 25, 2024, 7:22 AM
Drawing on older theories of motivation such as Maslow's Hierarchy of Needs and Herzberg's two-factor theory, and newer theories such as expectancy and equity theories, HR managers can gain insight into what might motivate employees to do their best work. Read this section to see how these theories can be used.
- Define motivation and describe several theories of motivation.
Motivation refers to an internally generated drive to achieve a goal or follow a particular course of action. Highly motivated employees focus their efforts on achieving specific goals; those who are unmotivated don't. It's the manager's job, therefore, to motivate employees – to get them to try to do the best job they can. But what motivates employees to do well? How does a manager encourage employees to show up for work each day and do a good job? Paying them helps, but many other factors influence a person's desire (or lack of it) to excel in the workplace. What are these factors? Are they the same for everybody? Do they change over time? To address these questions, we'll examine four of the most influential theories of motivation: hierarchy-of-needs theory, two-factor theory, expectancy theory, and equity theory.
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Psychologist Abraham Maslow's hierarchy-of-needs theory proposed that we are motivated by the five unmet needs, arranged in the hierarchical order shown in Figure 7.3 "Maslow's Hierarchy-of-Needs Theory", which also lists examples of each type of need in both the personal and work spheres of life. Look, for instance, at the list of personal needs in the left-hand column. At the bottom are physiological needs (such life-sustaining needs as food and shelter). Working up the hierarchy we experience safety needs (financial stability, freedom from physical harm), social needs (the need to belong and have friends), esteem needs (the need for self-respect and status), and self-actualization needs (the need to reach one's full potential or achieve some creative success).
Figure 7.3 Maslow's Hierarchy-of-Needs Theory
There are two things to remember about Maslow's model:
- We must satisfy lower-level needs before we seek to satisfy higher-level needs.
- Once we've satisfied a need, it no longer motivates us; the next higher need takes its place.
Needs Theory and the Workplace
What implications does Maslow's theory have for business managers? There are two key points: (1) Not all employees are driven by the same needs, and (2) the needs that motivate individuals can change over time. Managers should consider which needs different employees are trying to satisfy and should structure rewards and other forms of recognition accordingly. For example, when you got your first job repossessing cars, you were motivated by the need for money to buy food. If you'd been given a choice between a raise or a plaque recognizing your accomplishments, you'd undoubtedly have opted for the money. As a state senator, by contrast, you may prefer public recognition of work well done (say, election to higher office) to a pay raise.
Another psychologist, Frederick Herzberg, set out to determine which work factors (such as wages, job security, or advancement) made people feel good about their jobs and which factors made them feel bad about their jobs. He surveyed workers, analyzed the results, and concluded that to understand employee satisfaction (or dissatisfaction), he had to divide work factors into two categories:
- Motivation factors. Those factors that are strong contributors to job satisfaction
- Hygiene factors. Those factors that are not strong contributors to satisfaction but that must be present to meet a worker's expectations and prevent job dissatisfaction
Figure 7.5 "Herzberg's Two-Factor Theory" illustrates Herzberg's two-factor theory. Note that motivation factors (such as promotion opportunities) relate to the nature of the work itself and the way the employee performs it. Hygiene factors (such as physical working conditions) relate to the environment in which it's performed. (Note, too, the similarity between Herzberg's motivation factors and Maslow's esteem and self-actualization needs.)
Figure 7.5 Herzberg's Two-Factor Theory
Two-Factor Theory and the Workplace
We'll ask the same question about Herzberg's model as we did about Maslow's: What does it mean for managers? Suppose you're a senior manager in an accounting firm, where you supervise a team of accountants, each of whom has been with the firm for five years. How would you use Herzberg's model to motivate the employees who report to you? Let's start with hygiene factors. Are salaries reasonable? What about working conditions? Does each accountant have his or her own workspace, or are they crammed into tiny workrooms? Are they being properly supervised or are they left on their own to sink or swim? If hygiene factors like these don't meet employees' expectations, they may be dissatisfied with their jobs.
As you can see in Figure 7.5 "Herzberg's Two-Factor Theory", fixing problems related to hygiene factors may alleviate job dissatisfaction, but it won't necessarily improve anyone's job satisfaction. To increase satisfaction (and motivate someone to perform better), you must address motivation factors. Is the work itself challenging and stimulating? Do employees receive recognition for jobs well done? Will the work that an accountant has been assigned help him or her to advance in the firm? According to Herzberg, motivation requires a twofold approach: eliminating dissatisfiers and enhancing satisfiers.
If you were a manager, wouldn't you like to know how your employees decide to work hard or goof off? Wouldn't it be nice to know whether a planned rewards program will have the desired effect – namely, motivating them to perform better in their jobs? Wouldn't it be helpful if you could measure the effect of bonuses on employee productivity? These are the issues considered by psychologist Victor Vroom in his expectancy theory, which proposes that employees will work hard to earn rewards that they value and that they consider obtainable.
As you can see from Figure 7.6 "Vroom's Expectancy Theory", Vroom argues that an employee will be motivated to exert a high level of effort to obtain a reward under three conditions:
- The employee believes that his or her efforts will result in acceptable performance.
- The employee believes that acceptable performance will lead to the desired outcome or reward.
- The employee values the reward.
Expectancy Theory and the Workplace
To apply expectancy theory to a real-world situation, let's analyze an automobile-insurance company with one hundred agents who work from a call center. Assume that the firm pays a base salary of $2,000 a month, plus a $200 commission on each policy sold above ten policies a month. In terms of expectancy theory, under what conditions would an agent be motivated to sell more than ten policies a month?
- The agent would have to believe that his or her efforts would result in policy sales (that, in other words, there's a positive link between effort and performance).
- The agent would have to be confident that if he or she sold more than ten policies in a given month, there would indeed be a bonus (a positive link between performance and reward).
- The bonus per policy – $200 – would have to be of value to the agent.
What if you spent thirty hours working on a class report, did everything you were supposed to do, and handed in an excellent assignment (in your opinion). Your roommate, on the other hand, spent about five hours and put everything together at the last minute. You know, moreover, that he ignored half the requirements and never even ran his assignment through a spell-checker. A week later, your teacher returns the reports. You get a C and your roommate gets a B+. In all likelihood, you'll feel that you've been treated unfairly relative to your roommate.
Your reaction makes sense according to the equity theory of motivation, which focuses on our perceptions of how fairly we're treated relative to others.
Applied to the work environment, this theory proposes that employees
analyze their contributions or job inputs (hours worked, education,
experience, work performance) and their rewards or job outcomes (salary,
benefits, recognition). Then they create a contributions/rewards ratio
and compare it to those of other people. The basis of comparison can be
any one of the following:
- Someone in a similar position
- Someone holding a different position in the same organization
- Someone with a similar occupation
- Someone who shares certain characteristics (such as age, education, or level of experience)
- Oneself at another point in time
What will an employee do if he or she perceives an inequity? The
individual might try to bring the ratio into balance, either by
decreasing inputs (working fewer hours, refusing to take on additional
tasks) or by increasing outputs (asking for a raise). If this strategy
fails, an employee might complain to a supervisor, transfer to another
job, leave the organization, or rationalize the situation (perhaps
deciding that the situation isn't so bad after all). Equity theory
advises managers to focus on treating workers fairly, especially in
determining compensation, which is, naturally, a common basis of
- Motivation describes an internally generated drive that propels people to achieve goals or pursue particular courses of action.
- There are four influential theories of motivation: hierarchy-of-needs theory, two-factor theory, expectancy theory, and equity theory.
- Hierarchy-of-needs theory proposes that we're motivated by five unmet needs – physiological, safety, social, esteem, and self-actualization – and must satisfy lower-level needs before we seek to satisfy higher-level needs.
- Two-factor theory divides work factors into motivation factors (those that are strong contributors to job satisfaction) and hygiene factors (those that, though not strong contributors to satisfaction, must be present to prevent job dissatisfaction). To increase satisfaction (and motivate someone to perform better), managers must address motivation factors.
- Expectancy theory proposes that employees work hard to obtain a reward when they value the reward, believe that their efforts will result in acceptable performance, and believe that acceptable performance will lead to a desired outcome or reward.
- Equity theory focuses on our perceptions of how fairly we're treated relative to others. This theory proposes that employees create contributions/rewards ratios that they compare to those of others. If they feel that their ratios are comparable to those of others, they'll perceive that they're being treated equitably.
This chapter describes four theories of motivation: hierarchy-of-needs theory, two-factor theory, expectancy theory, and equity theory. Briefly describe each theory. Which one makes the most intuitive sense to you? Why do you find it appealing?