Theories Of Motivation

Ø  Maslow’s Hierarachy  of Needs

According to Smith & Cronje (1992), the way Maslow’s theory is explained relies on the fact that people want to increase what they want to achieve in life and their needs are prioritized according to their importance.

Maslow’s theory states the employees need the basic needs, food, lodging , security , then job satisfaction and appreciation.

 

                                       
(McLeod, 2022)

Ø  Herzberg’s Two-Factor Theory/Motivator- Hygiene

Study was done among accountants and engineers to determine what makes an individual feel good or bad about their job (Saif et al.,2012). Five features which brings satisfaction according to this theory namely are Management approach, supervision, pay, relationships at work, and working conditions.  On the other end what will bring in dissatisfaction are institutional politics, the management approach, supervision, pay, relationship at work and working condition. There are criticism to this theory one of them is that this theory assumes that every individual will react the same way in the similar situation.

The two factor theory:

(Alshmemri, Maude and Shahwan-Akl, 2017)

Ø  McGregor’s X and Y Theories

McGregor’s (1960) theory -employees belonging to one of the two groups X or Y. Employees under X group takes a negative attitude. They take inherent t dislike for work. They need to be even threatened with punishment to get them to work, Y assumption is the opposite of X, they are positive and are willing workers.

For an example a principle who is coercive and does not appreciate the efforts of teachers or an overly directive principal who never delegates or allows teachers to make independent decision. Conversely, a supportive principal may be a source of job satisfaction to teachers  (Alavi and Askaripur,2003)  

Ø  The equity theory

Under this theory the employee looks at their  input against their output. If output is more than his input they are  satisfied. Employees also compare their income output ratio with that of other employee and if they perceive that their income output ratio it to be fair compared to others they are satisfied (Naveed et al.2011).

Ø  Value –Percept Theory

Employees in organizations hold different value systems, therefore based on this theory, their satisfaction levels will also differ.

Under this theory the assumption is that the difference between expectations and what is received can bring dissatisfaction depending on how important the job is to the individual (Anderson, Ones, Sinangil and viswesvaran, 2001, p.32). The potential problem with this theory is that there is a possibility of a relationship between what they desire and what

they consider important. This is separable in theory but difficult to do so practically.

 

Ø  Porter- Lawler Model

This model also touches on the assumption of human behaviour. The conclusion of this  model is that the individual behaviour is influenced by both internal and external factors, make their own choices about their behaviour have different goals and different needs and desires , Individuals decide between alternative behaviours (Wagner and Hollenburg,2007).

 

References

Alshmemri, M., Maude, P. and Shahwan-Akl, L. (2017). Herzberg’s Two-Factor Theory. Life Science Journal, [online] 14(5), pp.12–16. doi:10.7537/marslsj140517.03.

Anderson, H., Singale, M. and Svana, V. 2001. Psychology in the work context. Oxford: Oxford University Press, 2001.

Saif, K.F., Nawaz, A., Jan, A. and Khan, M.I. Synthesizing the theories of job-satisfaction across the cultural/attitudinal dimensions. Interdisciplinary Journal of Contemporary Research in Business, 2012,3 (9): 1382-1396.

Reuben H Badubi, Theories of Motivation and Their Application in Organisation: A Risk Analysis.

Smith, P.J., and Cronje, G.J. Management principles. A Contemporary South African edition.

Naveed, A., Usman, A. & Bushra, F..Promotion: A Predictor of Job Satisfaction A Study of Glass Industry of Lahore (Pakistan) International Journal of Business and Social Science, 2011,2(16): 301-305.