Theories of Motivation Comparison and Analysis

Theories of Motivation relation and AnalysisMost contemporary theories recognize that motivation begins with individual contracts. call for atomic number 18 deficiencies that energize or trigger behaviors to satisfy those ask. At round point in your lifetime, you might have a strong pauperism for food and comfort. At other tomes, your tender postulate may be un litigateed. Unfulfilled involve create atension that makes you want to let paths to reduce or satisfy those selects. The stronger your quests, the more motivated you be to satisfy them. Conversely, a well-to-do need does non motivate. In this section, we pull up stakes look at the four content theories of motivation that dominate geological formational thinking todayMaslows possible action According to Maslow, human race needs from hierarchy, beginning at the bottom with the physiological needs and r individuallying to the in high spiritsest needs of ego actualisation.He says when unmatchable sti gmatise of needs atomic number 18 well-provided, then they render to full fill the next need from hierarchy.physiological needs these argon the prefatorial necessities of human life like food, clothing, shelter etc.He says until these needs ar fulfil to the required level , man does not aim for the merriment of next high level needs.As for a ecesis is have-to doe with these needs intromit basic needs like pay, allowance, incentives and get aheads credentials prophylactic needs these refer to the needs to be free of physical hazard or the feeling of loss of food , strain or shelter these needs as far as organization is concerned entangle conformity, security plans, membership in union, severance pay etc. neighborly needs physiological and security needs atomic number 18 satisfied these social needs begin occupying the mind of man. This is exactly wherefore he looks for the standstill of other human worlds and strives severe to be accepted b its sort out social needs at figure place include human relations, formal and informal land group.Esteem needs these needs be power, prestige, term and self confidence. Every man has a feeling of enormousness and he wants others to regard him highly. These needs make people aim high and make them grasp something great. These needs for employees include staus symbol, awards, promotions, titles etc.Self actualization this is the highest need in hierarchy. This refers to the desire to become what one is capable of becoming. earthly concern tries to maximize his potential and accomplish something, when these needs are activated in him.As said earlier the individuals processed from physiological needs to natural rubber needs and so on and so forth only when each need is satisfied. If any need is not satisfied, the individual sticks to that need and strives to fulfill that need.MASLOWS HIERARCHYHerzberg surmise(1959)Maslows opening has been modified by herzberg and he called it two part theory of motivation. According to him the premiere groups of needs are things such as company insurance and administration, supervision, working conditions, inter individual(prenominal) relations, salary, stead, job security and somebodyal life. Herzberg called this factor as dissatisfiers and not motivators. These are alike refered to as hygienics factors.Maintenance factors or dissatisfiers motivation factors or satisfiersJob context job contentExtrinsic factor intrinsic factorCompany policy and administration operationQuality of supervision recognitionRelations with supervisors work itselfWork conditions responsibilityPay proficiencyPeer relations disaster of harvest-homePersonal lifeRelations with subordinatesStatusJob securitySecond group are satisfiers, in the good sense that they are motivators. These factors are related to job content. He included the factors like achievement, recognition, challenging work, advancement and offshoot in this category. Presence of these facto rs will yield feelings of delight.Herzberg theory is overly called as motivation hygiene theory. Herzberg conducted a study by asking questions. What do the people want for a job? He asked the respondents to eviscerate situations are events when they feel exceptionally good and bad about their job.Herzberg did not the cover the kindred between job satisfaction and productiveness, though he assumed that there is a relationship between these two factors. alders ERG theory(1972)Alder also feels that needs should be categorized and that there is a basic distinction between lower articulate needs and higher order needs . alder identified three groups of needs Existence, Relatedness and Growth and that is why his theory is called ERG theory.the existence needs are ground with survival, or physiological well being.the relatedness talk about the importance of inter soulal and social relationship. The maturement needs are concerned with the individuals intrinsic desire for personal d evelopment.This theory is some what similar to maslows and herzberg theory . but unlike maslows and herzberg he does not assert that lower needs has to be satisfied before higher level needs . so a persons background and culture surroundings may make him think of relatedness needs or festering needs though his existency needs are unfulfilled.Alders simplification of maslows need hierarchy demand are arranged in order of importanceUnsatisfied needs motivate individualsAlders theory suggests that individual needs can be split into three groupsexistence (physiological and safety)relatedness (social)growth (esteem and self actualization)alders theory differs from maslows theory in a number of important respects.Alderfer argued that it was better to think in impairment of continuum rather than a hierarchy. From concrete exixtence needs to least concrete growth needs and argued that you can move along this in either direction.Maslow argued that when satisfied a need becomes less impor tant to an individual, but alderfers argues that relatedness or growth needs become more important when satisfied . this means that aggroup working arrangements can continue to motivate employees and are not needfully superseded by growth needs.Mc Clellands theorythis theor was developed by David McClelland a Harvard physiologist and his associates.the theory focuses on three needsIn his acquired-needs theory, David McClelland proposed that an individuals specific needs are acquired over time and are shaped by ones life experiences. Most of these needs can be classed as either achievement, affiliation, or power. A persons motivation and effectiveness in certain job functions are crookd by these three needs. McClellands theory sometimes is referred to as the three need theory or as the learned needs theory.1. Need for achievement (n Ach) need for achievement refers to the drive to excel, to achieve in relation to set standards and and to strive to succeedMcClelland from his researc h that high achievers differentiate themselves from others by doing the akin work in different ways . they perform best when they grasp their probability of victor as being 0.5. they seek quick hang back on their performance inOrder to improve or correct the action before it goes wrong. They accept personal responsibility for success or failure.Want to take personal responsibility for solving problemGoal oriented set moderate, realistic, strainable goalSeek challenge, chastity and individualityTake calculated, moderate riskWilling to work hard and desire concrete feedback on their performanceNeed for power (n pow) need for power refers to the desire to make others behave in a way that they would not otherwise have behaved in. In other words need for power is the desire o have impact, to be influential and take others.Want to control the situation and want control over others bang competition and winning, do not like to losewilling to exhibit othersNeed for affiliation (n Af f)seek close relationship with others and to be want by othersenjoy lots of social activitiesseek to belong, join groups and organizationPROCESS THEORYProcess theories are concerned with the thought processes that influence behaviour. Two such theories are Expectancy theory and Equity theoryA) Vrooms expectancy theory Vrooms formula motivation=expectancy X pryAccording to this theory motivation of any individual depends on the sought after goal and talent of his expectation of achieving goals. A vrooms model is built in general on three concepts valency, instrumentality and expectancy.ValencyThe value a person places on the outcome or reward vroom says that valency is the strength of individuals preference for a particular outcome. it can be taken as an equivalent of value, incentive, attitude and expected utility . for the value to be positive(p) the person must prefer attaining the out come to not to attain the outcome. A valency of zero occurs , when the individual is indif ferent towards the outcome. the valency is disconfirming when the individual prefers not attaining outcome to attaining it .Expectancy A person erudition of the probability of accomplishing an objectivethe third major variable in vrooms theory is expectancy. though expectancy and instrumentality appear to be the same at the first glance they are quite different .Expectancy is a probability (ranging from 0 to 1) or strength of a belief that a particular action or effort will leave to a particular first level outcome. Instrumentalityrefers to the degree to which a first level outcome will lead to the second level outcome. vroom says the sum of these variables is motivation.Expectancy theory works best with employees who have n internal locus of control.To motivate using the expectancy theory all the way define objectivesclearly define necessary performance needed to achieve themtie performance to rewardsbe sure rewards are of value to the employees straighten out sure your employees believe you will do as you promise.Vrooms theory also suggests two internal (needs) and external (environment) factors affect behaviourBehaviour is the individuals conclusionPeople have different needs, desires and goalsPeople make behaviour decisions based on their recognition of the outcome.Adams Equity scheme based on the equation of perceived inputs to outputs. People perceive themselves in one of three positionsBoth the inputs and outputs of person and others or based upon the persons perceptions. Age, sex, education economic and social status , skill, experience, training, effort, education, past performance, present performance ,level of difficulty , position in the organization etc, are examples of perceived input variables .Outcomes consist of rewards like pay status promotion and intrinsic interest in the job.Equitably rewarded( they are satisfied that there inputs and outputs are equal)Inputs and outputs are perceived as being equal. on a lower floor rewarded (they p erceive there inputs exceed their output)Efforts to reduce in fair play by trying to increase outputsReducing inputs(working less, absenteeism)Rationalizing(creating an explanation for the inequity) changing others inputs or outputsLeavingChanging the objective of comparisionOver rewarded people dont usually get upset when they are over rewarded , but they may increase inputs or reduce outputs to deem equity) change magnitude inputs (working more, longer hours, etc)Reducing output(taking a pay cut)Rationalizing (Im worth it)Increasing other outputsInequity occurs when Persons outcomes others outcomesPersons inputs others inputsPersons outcomes others outcomespersons inputs others inputsEquity occurs whenPersons outcomes others outcomes- = Persons inputs others inputsINPUTSTimeEffortLoyalty troublesome WorkCommitmentAbilityAdaptabilityFlexibilityToleranceDetermination frenzyPersonal sacrificeTrust in superiorsSupport from co-workers and colleaguesOUTCOMESOutputs are outlined as the positive and negative consequences that an individual perceives a participant has incurred as a consequence of his/her relationship with another. When the ratio of inputs to outcomes is close, than the employee should have much satisfaction with their job. Outputs can be both tangible and intangible (Walster, Traupmann Walster, 1978). Typicaloutcomes include any of the followingJob securityEsteemSalaryEmployee benefitExpensesRecognitionReputationResponsibilitySense of achievementPraiseForming equity perceptionsStep 1 a person evaluates how he or she is being treated by the firm.Step 2 the person forms a perception of how a comparision other is being treatedStep 3 the person compares his or her own circumstances with those of the comparision otherStep 4 on the strength of this feeling , the person may choose to pursue one or more alternatives.It is important to also consider the Adams Equity Theory factors when striving to improve an employees job satisfaction, motivation level, etc ., and what can be through with(p) to promote higher levels of each.JOB SATISFACTIONJob satisfaction, a workers sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for ones efforts. Job satisfaction only implies enthusiasm and happiness with ones work.For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity-the quantity and quality of output per hour worked-seems to be a byproduct of amend quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies go out back to Herzbergs (1957) have shown at least low correlation between high morale andhigh productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not surpass 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline.Creating job satisfaction ductile work arrangements, possibly including telecommutingTraining and other professional growth opportunitiesInteresting work that offers variety and challenge and allows the worker opportunities to put his or her signature on the finished productOpportunities to use ones talents and to be originalOpportunities to take responsibility and direct ones own workA stable, guarantee work environment that includes job security/continuityAn environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team membersFlexible benefits, such as child-care and exercise facilitiesUp-to-date technologyCom petitive salary and opportunities for promotion