Motivation Theory Essay

1. What be actives deportment?According to humanist psychologist Abraham Mas impression, our actions be actuate in show to give au thuslytic conveys. This hierarchy suggests that nation atomic number 18 assimilated to run basic brings before moving on to early(a), more(prenominal) than advanced bespeaks. This hierarchy is most a great deal displayed as a pyramid. The sm in tout ensemble-scaleest levels of the pyramid be made up of the most basic inevitably, speckle the more complex involve ar primed(p) at the elucidate of the pyramid. ask at the tin of the pyramid be basic physical requirements including the shell for food, water, sleep, and warmth. Once these lower-level emergencys bring forth been met, people discount move on to the next level of needs, which be for safety and security. As people jump on up the pyramid, needs pick out increasingly psychological and sociable. Soon, the need for love, friendship, and intimacy become importa nt. Further up the pyramid, the need for individualal esteem and flavourings of accomplishment take priority.2. Clayton P. Alderfers ERG supposition from 1969 condenses Maslows five human needs into third categories Existence, Relatedness and Growth. Existence NeedsInclude e re anyy last(predicate) material and physiological dispositions (e.g., food, water, air, clothing, safety, physical love and affection). Maslows cliqueoff two levels. Relatedness NeedsEncompass social and external esteem relationships with signifi jackpott differents like family, friends, co- practiceers and employers . This to a fault means to be recognized and feel unsex as sort of a gathering or family. Maslows third and quarter levels. Growth NeedsInternal esteem and self actualization these thrust a soul to make creative or growthive effects on himself and the environment (e.g., to progress toward peerlesss root wordl self). Maslows fourth and fifth levels. This includes swears to be cre ative and productive, and to complete shoot forful tasks. Even though the priority of these needs disaccord from person to person, Albergers ERG conjecture prioritises in damage of the categories concreteness. Existence needs argon the most concrete, and easiest to verify. Relatedness needs are less concrete than existence needs, which reckon on a relationship between two or more people. Finally, growth needs are the least concrete inthat their specific targets take care on the uniqueness of for each one person. Contrarily to the idea by Maslow that access to the naughtyer levels of his pyramid ask expiation in the lower level needs, the ERG celestial orbits of Alderfer are simultaneous needs. ERG speculation recognizes that the importance of the three categories whitethorn vary for each individual. Managers essential recognize that an employee has nonuple needs, which must(prenominal) be conform to simultaneously. According to the ERG theory, if you centre excl usively on one need at a sentence, this depart non effectually motivate.3. The foretaste theory says that individuals engender different tougheneds of name and addresss and mess be motivated if they induce certain candidates. This theory is round choice, it rationalises the processes that an individual undergoes to make choices. In geological formational behavior written report, expectancy theory is a require theory first proposed by Victor Vroom of the Yale domesticate of perplexity in 1964. Motivation, fit to Vroom. boils down to the termination of how more effort to apply in a specific task situation. This choice is based on a two- full point sequence of expectations (effort performance and performance prohibitedcome). First, motif is affected by an individuals expectation that a certain level of effort leave behind produce the intended performance refinement. For example, if you do not believe increasing the heart and soul of time you sink studying ordain significantly raise your bulls eye on an exam, you probably wilt not study every harder than usual. Motivation as well is influenced by the employees perceived chances of acquire various outcomes as a result of accomplishing his or her performance goal. Finally, individuals are motivated to the extent that they value the outcomes aimd. EXPECTANCY THEORY BELIEFS1. Valence. Refers to the horny orientations which people choose with respect to outcomes rewards. The depth of the want of an employee for extrinsic money, promotion, free time, benefits or intrinsic satisfaction rewards. Management must disc everyplace what employees appreciate.2. Expectancy. Employees have different expectations and levels of combine somewhat what they are capable of doing. Management must discover what resources, training, or supervision the employees need.Facts +The 2011 Nielsen survey also showed that the top five dimensions students overturned when it comes to seeking employment were l avishly degree of independence at work, salary package, acquirement on the occupancy, growth prospects and standing of the company in the market Employer brand respectively.3. Instrumentality. The perception of employees whether they willing actually suck up what they desire, flat if it has been promised by a manager. Management must ensure that promises of rewards are fulfilled and that employees are sensible of that.Vroom suggests that an employees beliefs nearly Expectancy, Instrumentality, and Valence interact psychologically. In this way they create a motivational force, such(prenominal) that the employee will act in a way that brings pleasure and avoids pain. This force can be calculated via a formula4. Adams right TheoryEquity theory, most popularly subsistn as equity theory of motivation, was first developed by John Stacey Adams, a body of work and behavioral psychologist, in 1963. John Stacey Adams proposed that an employees motivation is affected by whether the e mployee believes that their employment benefits/rewards are at least equal to the amount of the effort that they locate into their work.Definition of equityAn individual will consider that he is treated fairly if he perceives the symmetry of his inputs to his outcomes to be equivalent to those around him. Thus, all else creation equal, it would be acceptable for a more major(postnominal) colleague to receive higher compensation, since the value of his down (and input) is higher. The way people base their experience with satisfaction for their job is to make comparisons with themselves to people they work with. If an employee add-ins that opposite person is getting more recognition and rewards for their contri just nowions, even when some(prenominal) have gainethe same amount and quality of work, it would persuade the employee to be dissatisfied. This dissatisfaction would result in the employee feeling under-appreciated and perhaps worthless. This is in direct strain with the idea of equity theory, the idea is to have the rewards (outcomes) be today related with the quality and quantity of the employees contri moreoverions (inputs). If both employees were perhaps rewarded the same, it would serve the workforce realize that the organization is fair, observant, and appreciative.This can be illustrated by the following equalityAdams categorised employment benefits and rewards as outputs and an employees work effort as inputs. commentary ExamplesThe number of hrs worked by the employeeAn employees work responsibilitiesAn employees work dutiesThe work commitment demonstrated by the employeeAn employees loyaltyAn employees flexibility such as undertaking tasks at short notice The support that the employee has leave behindd to the organisation, colleagues and line managersOutput ExamplesSalary indemnityPrizesRecognition of the employees contributionPositive work appraisalsWork promotionsPensionEmployer flexibilityAnnual move overAdams stated that if an employee believes that their work outputs are not equal or greater than their inputs then the employee will become de-motivated. Adams theory includes the assertion that when an employee isassessing whether the outputs they receive are fair the employee will often canvas their colleagues work inputs and outputs with their own. The comparison will often be made with an employee at a similar level in the organisation to the employee. PropositionsEquity theory consists of four propositionsIndividuals seek to maximize their outcomes (where outcomes are defined as rewards minus cost). Groups can maximize collective rewards by developing accepted systems for equitably apportioning rewards and costs among members. Systems of equity will explicate within radicals, and members will attempt to induce other members to accept and adhere to these systems. The only way groups can induce members to equitably behave is by reservation it more profitable to behave equitably than inequitably. T hus, groups will primarily reward members who treat others equitably and generally punish ( affix the cost for) members who treat others inequitably. When individuals find themselves combat-ready in unfair relationships, they become distressed. The more inequitable the relationship, the more distress individuals feel. According to equity theory, both the person who gets also much and the person who gets similarly little feel distressed. The person who gets too much whitethorn feel guilt or shame. The person who gets too little may feel outraged or humiliated. Individuals who perceive that they are in an inequitable relationship attempt to eliminate their distress by restoring equity. The greater the inequity, the more distress people feel and the more they try to restore equity. (Walster, Traupmann and Walster, 1978)5. Acquired Needs Theory McClellandMcClelland proposes that those in top c one timern positions should have a high need for power and a low need for affiliation . Psychologist David McClelland created Need Theory, a motivational shape that attempts to let off how the needs for achievement, power, and affiliation affect the actions of people from a managerial context. McClellands Need Theory, created by psychologist David McClelland, is a motivational homunculus that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context. People who are achievement-motivated typically privilege to outmatch a task or situation. This motivational need stems from apersons desire to influence, teach, or encourage others. is a motivational model that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context. It is often taught in classes concerning management or organizational behavior (Figure 1). People who are achievement-motivated typically prefer to master a task or situation. They prefer working on tasks of mod erate roughy, in which the results are based on their effort quite than on luck, and to receive feedback on their work. Those who desire affiliation, however, prefer to spend time creating and maintaining social relationships, enjoy macrocosm a part of groups and have a desire to feel loved and accepted. People in this group may not make effective managers be energise they may worry too much about how others will feel about them. In his theory, people are not placed into categories but rather have degrees of these needs No one is only in one group of these needs.The balance of needs brings out a profile.Needs do not explain competencies in any sector. One can have high needs in one area and still be effective in an area where these needs are not necessarily fulfilled. This motivational need stems from a persons desire to influence, teach, or encourage others. People in this phratry enjoy work and place a high value on discipline. The downside to this motivational emblem is tha t group goals can become zero-sum in spirit. For one person to win, another must lose. However, this can be positively applied to help accomplish group goals and to help others in the group feel competent about their work. McClelland proposes that those in top management positions should have a high need for power and a low need for affiliation. He also believes that although individuals with a need for achievement can make good managers, they are not suited to being in top management positions.6. Herzbergs two-factor theory states that certain factors mystify job satisfaction, and a separate set of factors cause dissatisfaction. According to Herzberg, understanding what causes employee satisfaction and dissatisfaction is important for management. The factors that motivate people can change over their lifetime, but respect for me as a person is one of the top motivating factors at any stage of life. Satisfaction anddissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena. To ensure a satisfied and productive workforce, managers must give concern to both sets of job factors.Frederick Herzbergs two-factor theory, also known as the motivation-hygienics theory or intrinsic/extrinsic motivation, concludes that piece of music there are certain factors in the oeuvre that cause job satisfaction, a separate set of factors can cause dissatisfaction. The factors that motivate people can change over their lifetime, but respect for me as a person is one of the top motivating factors at any stage of life. Figure 1 According to Herzberg, intrinsic motivators such as challenge work, recognition, and responsibility produce employee satisfaction, while extrinsic hygiene factors, including status, job security, salary, and fringe benefits if absent produce dissatisfaction. Herzbergs theory appears to parallel Maslows needs hierarchy. Individuals depend for the gratification of higher-level psychological needs havi ng to do with achievement, recognition, responsibility, advancement, and the nature of the work itself. However, Herzberg added a wise dimension to this theory, including factors that cause dissatisfaction as well, such as company policies, supervision, technical foul problems, salary, interpersonal relations on the job, and working conditions. This two-factor model of motivation is based on the notion that the posture of one set of job characteristics or incentives leads to proletarian satisfaction, while another and separate set of job characteristics lead to dissatisfaction. Thus, satisfaction and dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena. If management wishes to increase satisfaction on the job, it should be concerned with the nature of the work itself the opportunities it presents employees for gaining status, assuming responsibility, and achieving self-realization. If, on the other hand, management wi shes to reduce dissatisfaction, then it must focus on the job environment policies, procedures, supervision, and working conditions. To ensure a satisfied and productive workforce, managers must give attention to both sets of job factors.Examples of railway line Goal- riding horse TheoryBusiness owners will often set individual goals to motivate employees and legislate company objectives. Goals that are hard to compass are often more intriguing, as more work is required to fulfill them. Edwin A. Locke introduced the theoretical move up to setting goals and building motivation, which can be directly applied to a professional setting. In fact, this type of goal-setting theory is one of the more useful motivational theories used in industrial and organizational psychology and management. pellucidness and FocusOne part of trading goal-setting theory is creating clear and pore goals that are obtainable. Having a goal of pulling in $100,000 in bloodline profits within a single g rade may not be obtainable for a small business owner. A clear and focused goal may be to get $50,000 in profits based on $20,000 in product sales, $10,000 from investments and $20,000 from serve well sales. A single goal must have a plan to reach the goal, whether it is a calendar monthly plan with mini-goals or a each week plan for short-term goals. Commitment and TeamworkEmployees of a given over business may be more affiliated to a goal if they are a part of setting the goals and deadlines. In addition, a team may also work closer unitedly if they have a mutual goal. Commitment and responsibility to a goal may also increase the motivational level within the business. In addition, each employee may have his own goal, but keep all workers informed of larger goals to ensure continuous commitment and teamwork in a business. Feedback and ProgressionAnother theoretical perspective on setting successful goals in a business environment involves getting feedback from managers and ot her employees as the work towards the goal progresses. Part of the feedback includes getting clarity on tasks, adjusting the goals or methods, making budgetary changes and getting additional help from managers. This feedback may change the progression of the goal, so the employee working to reach the goal must be informed of the changes. Complexity and achieverA single goal may become overwhelming, especially if the goal is long-term or very complex. Fulfilling these types of goals requires a average time period, including time to develop and practice skills to meet expectations. Meeting a tax revenue goal may not be reasonable within a single month or quarter, so extending the goal deadline for a reasonable time period may lead to more success. Having a short period of time to fulfill goals may inhibit employees from reaching expectations and may end up failing.Dr. Edwin Locke formulated and clarified what has come to be called goal-setting theory in the 1960s. Since then, busi nesses have found that employees are more likely to do their best work once they have set clear, attainable goals. Goal-setting theory affects many an(prenominal) aspects of your business and once you understand specific applications in each area, you can improve your company in concrete ways. Sponsored LinkSmall Business Loanswww.captap.com gunstock your business today $5k to $15k. Apply nowClarityTo be effective, goals must be clear according to goal-setting theory. Employees must know exactly what theyre supposed to achieve and when. Merely telling an employee to do break down does not offer a clear family of action and doesnt indicate how the employee will know when he has achieved the goal. An example of a clear goal is telling an employee you expect a 10 part increase in sales in three months. Another example qualification be communicate an employee to produce 15 more units per day over a period of six weeks. Such goals make it clear what the employee is supposed to do and what the deadline is. They allow for objective measurement. ChallengeA goal is most effective when it presents a challenge to the employee. According to the article, Building a Practically Useful Theory of Goal Setting and Task Motivation written by Dr. Edwin Locke and Gary Latham, if a task is too easy or too hard employees will not put in their best efforts. However, a goal that is just difficult enough to be challenging inspires maximum performance. For example, postulation a production manager to cut costsby 90 part might be overwhelming. Cutting costs by 20 portion might make a reasonable challenge. Similarly, requiring order takers to double the amount of orders they take in an hour could discourage them. A goal of 15 percent more orders per hour might be more reasonable and challenging. CommitmentGetting employees to buy in to the goals you set makes it more likely they will reach those goals. You can do this by asking employees to enter in setting goals. Their commit ment will provide the energy and perseverance that will help them achieve those goals. For example, getting your accounting department to agree to having all of your assets labeled and tracked by the end of the twelvemonth can give them a sense of purpose and direction that will help them work together and improve their ability to value assets for tax purposes. FeedbackYou dont just add goals and then clink on their completion at deadline time. If you provide benchmarks along the way, this lets your employees know how they are doing. You can also hold periodic meetings so they can give you feedback about any issues that have arisen and adjustments that have to be made. This two-party feedback approach helps measure progress towards achieving goals and provides encouragement in the face of difficulties. For example, if you want the production department to have 20 percent fewer rejections from the quality-control department in six months, you can meet with them each month to give t hem their current figure and identify any areas where the problems seem to be occurring. In addition, if you would like a 30 percent improvement in guest service ratings, you can give your customer service department feedback on a weekly or monthly basis to let them know how theyre doing. Task ComplexityComplex tasks can be overwhelming. Help your employees break such tasks into small separate so that they can achieve smaller goals on their way to the big one. For example, if you want to migrate all the data from one database to another, you can set smaller goals of moving a set number of accounts each week or month. Another example might be that if you want expansion plans for a new facility done in six months, you could set smaller goals of completingan analysis for the financing needed, formulation costs and the new personnel that will be required as separate goals to achieve.