2. Theories of Motivation

2.     Theories of Motivation

It is obvious that leaders must inspire employees to achieve positive results for the organization. Additionally, it is frequently stated that there is consensus regarding the realities that inspiration is an individual characteristic, that it is portrayed as deliberate and sophisticated, and that the goal of persuasive hypotheses is to predict behavior. Herzberg and Maslow appear to have been among the first researchers on this topic, and their theories are still in use today.

2.1. Extrinsic and intrinsic motivation

Intrinsic and extrinsic motivation are two categories of motivation. Individuals are intrinsically driven when they look for enjoyment, intrigue, the satisfaction of curiosity, self-expression, or new challenge in the task. When someone works toward an objective that is unrelated to the task at hand, they are extrinsically motivated (Amabile, 1993). Deci defines extrinsic motivation as being mediated by external factors like money and verbal praise, as opposed to intrinsic motivation, which is mediated internally. Additionally, if there is no external reward other than the activity itself or the emotions it produces, a person is intrinsically compelled to engage in that activity. Employees may be extrinsically, internally, or even both motivated, according to Amabile. Extrinsic and intrinsic motivational factors appear to affect people differently. According to Vroom, some workers are more concerned with intrinsic accomplishments than extrinsic results.

2.2. Maslow’s Hierarchy of Needs Theory (1943)

Figure 1: Maslow’s Hierarchy of Needs (Anderson, 2014)

Abraham Maslow developed a theory on what drives people in 1943 and published it as "A Theory of Human Motivation." According to Maslow, there are five levels of wants that people constantly try to satisfy. The more fundamental a person's demands are, the more driven they are to be fulfilled. However, they would experience greater strain if they failed or were unable to accomplish them. Physiological needs, needs for safety, needs for possessions, needs for ego status, and needs for self-actualization are the five stages of needs (Maslow, 1943).

                                                                     

                                                             Figure 1: Maslow’s Hierarchy of Needs (Anderson, 2014)

Before attempting to satisfy requirements farther up the hierarchy, like those related to self-esteem, Maslow stated that the most basic needs must first be met. The primary driver of conduct, according to the theory, is the hierarchy's lowest level of unmet requirements. The demands at the next level in the hierarchy will begin to influence behavior if and when they are met.

According to this view, an organization's success depends on each individual's growth. In order to enhance employee job satisfaction, supervisors must try to understand each employee's unique needs. Employees that do this advance in their quest for self-actualization, improving the organization in the process. The rewards, methods, and initiatives that supervisors and their companies may apply to meet the requirements of their employees are listed in the partial list that follows.

2.3. McClelland's Motivational Theory

Starting with the leadership group, David McClelland's thesis "focuses on three significant demands that he says are culturally learned and may thus be modified by training (McClelland, 1965)." It deals with the needs and motivations that have a significant impact on the efficacy and efficiency of work life, rather than the improvement and regression between needs. The McClelland needs, sometimes known as APA needs, consist of the following (Cole, 2003):

v  Achievement Needs: People in the third category are motivated by the difficulty of success and the dread of failure. They set themselves moderately challenging goals and have a low demand for accomplishment. They take calculated risks and have an analytical nature. This is the requirement for achieving high performance and mastering difficult and complex jobs (Okine, et al., 2021).

v  Power needs: Generally, those with a high need for power tend to favor influence and control. They are skilled orators and enjoy being in the spotlight. They have a demanding personality, assertive manners, and high aspirations. If they are given important or powerful positions, they could be inspired to perform (Okine, et al., 2021).

v  Need for affiliation: Need for social interaction and the development and maintenance of relationships. All people's compositions of the three needs differ, according to McClelland, but normally one of the three needs predominates (Okine, et al., 2021).

 

 

References

Amabile, T., 1993. Motivational Synergy: Toward New Conceptualizations of Intrinsic and Extrinsic Motivation in the Workplace.. Human Resource Management Review, Volume 3, pp. 185-201.

Anderson, A., 2014. Maslow’s hierarchy of Needs.. The Prairie Light Review, 36(2), p. 7.

Cole, G., 2003. Management Theory and Practice. 4 ed. ELBS: DP Publications.

Maslow, A. H., 1943. A theory of human motivation.. Psychological Review, 50(4), p. 370–396.

McClelland, D. C., 1965. Toward a theory of motive acquisition. American Psychologist, 20(5), p. 321–333.

Okine, G. N. B., Addeh, Y. A. G., Olusola, E. B. & Asare , I., 2021. Employee Motivation and its Effects on Employee Productivity/Performance. Journal of Economics and Sustainable Development, 12(16), pp. 99-108.