Motivational Theories

Introduction

Human beings get motivation from satisfaction of needs that range from basic things such as food to enabling them achieve self-actualization (Joseph, 2015). Different motivation theories exists and they include; Maslow’s Hierarchy of needs, Alderfer’s ERG theory, Herzberg’s Motivator-Hygiene theory, Adams Equity theory, Vroom’s Expectancy theory and Goal setting theory (Joseph, 2015). The theories fall under content or process theory and together help in boosting employee motivation in achieving organizational goals.

Content and Process Motivational Theories

Maslow’s Need Theory 

According to Maslow’s the motivation of human beings in work base on satisfying five different needs.  The needs include love, esteem, self-actualization, physiological and safety (Jerome, 2013). However, a human being have to first achieve the basic level needs before accomplishing high level motivation through self-actualization (Kispál-Vitai , 2016). The basic needs for human being are satisfaction of physiological needs such as food, shelter, clothing and sex (Jerome, 2013). The next level require fulfillment of safety need where employees want assurance of protection from any psychological or physical harm. The other needs that human beings value is affection where they require feeling a sense of belonging to their families and to the colleagues they work with (Kispál-Vitai , 2016). Employees want to feel that they are important contributors in a team. Further, Maslow’s recognize the need for helping employees boost tier self-esteem through appreciating their efforts(Kispál-Vitai , 2016). Finally, the last need that influences motivation is self-actualization where individuals get an opportunity to exploit their maximum potential (Kispál-Vitai , 2016). Fulfilling these needs improves confidence of employees and their willingness to work towards achieving set objectives. 

Adams Equity Theory 

Adam’s Equity Theory helps in understanding how persons strive to achieve justice and fairness in social relationships or exchanges (Haque et.al. 2014). Adams notes that people want to feel that they get rewards that consummate with the efforts they put in their work (Haque et.al. 2014). Employees feel that there is fairness when their rewards match with those of colleagues who put the same efforts. The concept is mainly applicable for workers who have same qualification, experience and responsibility. However, employees can suffer from negative inequity where colleagues get more outcomes from similar input or efforts (Gashgari, 2016). Adam further recognize that there are some instances that positive inequity is experienced by people when the outcome of another employee are lower despite putting similar input (Tudor, 2011). Adam’s theory postulate that employers should ensure that rewards on employees is equitable based on their input to boost motivation of a team.   

Pros and Cons of Maslow’s and Adam’s Equity Theories 

Maslow theory is important in identifying specific needs that motivate human beings and employers can focus on them in boosting morale of their employees (Jerome, 2013). Indeed, the theory provides a platform where organization can check the extent of satisfaction of their employee needs before setting targets for them. In addition, the theory guides employers on order of how to satisfy human needs from the most important ones (Joseph, 2015). However, the Maslow theory suffers from limitations such as inability to measure the level of satisfaction of any of the needs of the employees (Joseph, 2015). Additionally, the theory is relatively bound to a certain culture thus may not work uniformly in different cultures across the world.

Adam’s Equity Theory helps employers to identify need to treat all their employees equality and avoid incidences of favoritism (Tudor, 2011). Therefore, organizations are able to identify how to promote a good environment for their workers to enhance uniform productivity. Further, the theory influences employers to understand that despite similar inputs, results beaten employees could vary(Tudor, 2011). The resultant is ability to consider all different factors that affect productivity when considering reward for employees. Despite the benefits, the theory suffer from limitation of assuming that rewarding employees differently on bases of performance could lower productivity (Gashgari, 2016). Indeed, promoting equity on basis of outcome only lowers ability of employees to be creative in providing new solutions to the organization. Further, the theory promotes perception of inequality by employees when there is slight difference in their reward on basis of their output. 

Different Rewards Organizations Can Apply To Motivate Employees

Some of the rewards that are necessary for employees include attractive remuneration and benefits by an organization (Haque et.al. 2014). Attractive pay ensures that employees are able to meet basic needs like quality food, housing, water and clothing. Additionally, there should be reliable appraisal procedure where promotions are on bases of merit (Haque et.al. 2014). The organization should ensure that the employees are engaged in planning such appraisals to enhance them view the process as fair and equitable. Further, the organization requires to establishing a safe working environment where workers security from accidents is limited. In enhancing sense of belonging, organization should ensure that they build teams where the management is also part of these teams (Sahito & Vaisanen, 2017). During team activities, all employees should get an opportunity to contribute their ideas to make them feel loved. Further, it is necessary to offer responsibility opportunities to employees to be group leaders in different teams to boost their self – esteem (Sahito & Vaisanen, 2017). In boosting self-actualization, organization should offer exciting but challenging targets to their employees to help them exploit their potential in contribution to organization success. 

Conclusion

Motivational theories help organizations understand how to influence satisfaction of their employees to boost productivity through various rewards. Maslow identifies that satisfaction of human needs such as love, self-actualization, physiological, safety and self-esteem is relevant in boosting morale of employees. On the other hand, Adam in his theory on equity argues that organizations must ensure that rewarding of their employees is equitable. The theories are important in supporting need for motivating employees though they have some few limitations. Organizations should ensure they understand all human needs and fulfill them as they apply equity to motivate their employees. 

References

ASA University Review, Vol. 8 No. 1, January–June, 2014 

ASA University Review, Vol. 8 No. 1, January–June, 2014 

ASA University Review, Vol. 8 No. 1, January–June, 2014 

Gashgari , S. (2016). Equity Theory and Its Effect on Performance Outcome. International Journal of Scientific & Engineering Research, 7(4), 517-520. Retrieved January 30, 2019, from: https://www.ijser.org/researchpaper/Equity-Theory-and-Its-Effect-on-Performance-Outcome.pdf

Haque, H. F., Haque, M. A. & Islam, S. (2014). Motivational Theories – A critical Analysis. ASA University Review, 8(1), 61-68. Retrieved January 30, 2019, from: https://www.researchgate.net/publication/306255973_Motivational_Theories_-_A_Critical_Analysis

Jerome, M. (2013). Application of the Maslow’s Hierarchy Of Need Theory; Impacts And Implications On Organizational Culture, Human Resource And Employee’s Performance. International Journal of Business and Management Invention, 2(3), 49-45. Retrieved January 30, 2019, from: https://pdfs.semanticscholar.org/b0bc/c8ca45193eaf700350a8ac2ddfc09a093be8.pdf

Joseph , O. B. (2015). The Effect of Employees’ Motivation on Organizational Performance. Journal of Public Administration and Policy Research, 7(4), 62-75. Retrieved January 30, 2019, from: https://academicjournals.org/article/article1433502383_Osabiya.pdf

Kispál-Vitai , Z. (2016). Comparative analysis of motivation theories. International Journal of Engineering and Management Sciences (IJEMS), 1(1), 1-13. Retrieved January 30, 2019, from: http://ijems.lib.unideb.hu/file/9/57aa28a9dfc3a/szerzo/Kispal-Vitai.PDF

Motivational Theories – A Critical Analysis

Motivational Theories – A Critical Analysis

Motivational Theories – A Critical Analysis

Sahito, Z. & Vaisanen , P. (2017). The Diagonal Model of Job Satisfaction and Motivation: Extracted from the Logical Comparison of Content and Process Theories. International Journal of Higher Education, 6(3), 209-230. Retrieved January 30, 2019, from: https://files.eric.ed.gov/fulltext/EJ1146586.pdf

Tudor, T. R. (2011). Motivating Employees with Limited Pay Incentives Using Equity Theory and the Fast Food Industry as a Model. International Journal of Business and Social Science, 2(23), ol. 95-101. Retrieved January 30, 2019, from: http://www.ijbssnet.com/journals/Vol_2_No_23_Special_Issue_December_2011/11.pdf