MOTIVATIONAL THEORIES

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INTRODUCTION

• Ultimately, the goal of motivational theory is to determine what it is that drives people to work together toward a common goal.
• Employers benefit from highly motivated employees because they are more productive, hence increasing the efficiency with which resources are utilized by firms.

MASLOW'S HIERARCHY OF NEEDS

• Humans prioritize their needs in accordance with their desire to improve the things they want to accomplish in their lives, as explained by Maslow's hierarchy of needs hypothesis.
• Maslow's hierarchy of needs serves as the foundation for job satisfaction content theories.

HIERARCHY OF NEEDS

• The things that a person needs to stay alive are called "physiological demands." these include things like air and sleep, food, water, clothing, sex, and shelter.
• Protection from threats, deprivation, and other dangers are some of the things that need to be done to be safe (e.g., health, secure employment, and property)
• A person needs to feel like they belong, like they are part of a group, or like they have a friend.
• A person who wants to have good self-esteem wants to be respected and be recognized.
• Self-actualization is when you have the chance to grow, learn, and work in a fun, creative, or challenging way. A human being can only go so far before he or she has to give up. this is called self-actualization (Jehanzeb et al., 2012)

MASLOW'S HIERARCHY OF NEEDS

• According to Maslow, human needs are structured in a logical hierarchy, from the most basic to the most complex. The second need will not develop until the first need has been adequately addressed, and so on until the first two needs have been adequately met, and so on.
• The cycle continues. According to the hierarchy of human needs, however, the number of human requirements is infinity. In contrast, there are many who disagree with Abraham Maslow's need hierarchy hypothesis.

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HERZBERG'S TWO-FACTOR THEORY/MOTIVATOR-HYGIENE

• Psychologist Herzberg established the two-factor theory, also known as the motivator-hygiene theory, in order to better understand what motivates or demoralizes people at their place of employment (Saif et al., 2012).
• Achievement, recognition, the job itself, responsibility, and advancement are all examples of Herzberg's "satisfiers" in the workplace, according to Herzberg. individuals' morale can be affected by a variety of factors, including organizational politics, managerial style, supervision, monetary pay, and interpersonal and workplace interactions and situations.

HERTZBERG’S TWO FACTOR THEORY

• Businesses are increasingly incorporating Herzberg's theory into their efforts to provide possibilities for "personal growth, enrichment, and recognition"
• specifically, advancement and recognition should be offered to employees for specific achievements, such as attaining excellent results in their field of study; on a more fundamental level, individuals should be given the authority to determine how they will manage activities related to their positions (Graham & wiener, 1996)

HERZBERG’S TWO-FACTOR PRINCIPLES

MCCLELLAND'S NEED-THEORY

• McClelland's need-theory is intimately associated with learning theory since he felt that people's needs are taught or learnt by the kinds of events they encounter in their environment and society.
• According to the findings of the study, a person's conduct alters when they are required to meet a specific requirement. Murray's desires for achievement, power, and affinity are all crucial to his philosophy, and they are all met by his philosophy.

MCCLELLAND'S NEED-THEORY

• “Achievement" is a term that refers to the desire to complete tasks and display one's ability.
• Affiliation is characterized by an addiction to positive feelings of warmth, belonging, and social acceptability. a person's need to be accepted and loved by others drives associative people to do what they do. disagreements no longer cause them as much distress as they formerly did.
• When it comes to exerting influence over the work of others, this is referred to as "power." a person's desire for power leads them to positions in which they can exercise influence and authority over those around them.

VROOM’S THEORY OF EXPECTANCY

• According to vrooms' expectation theory, behavior is the result of a series of decisions that can be prioritized in order of importance.
• The goal is to raise employee satisfaction while simultaneously lowering employee dissatisfaction. the personality and abilities of an individual have an impact on their performance (Wagner and Helensburgh, 2007). Various other factors, such as valence, utility, and expectancy, are also employed to support this theory of motivation. an increase in effort made at work leads to an improvement in performance.

CONSTRUCTS IN THE EXPECTANCY THEORY OF MOTIVATION

• 1. Valence: according to vroom, valence is the value or strength one sets on a specific result or reward.
• 2. Expectancy: it connects efforts to outcomes.
• 3. Instrumentality: vroom defines instrumentality as the assumption that performance is tied to rewards.
• As a result, vroom's motive can also be stated as an equation, as follows: valence x expectancy x instrumentality = motivation

CONCLUSION

• When one feels motivated, one strives to reach his or her full potential while retaining a pleasant demeanor and a good frame of mind. motivation is a state of mind. In light of the theories described above, we now have a better understanding of what motivates people.
• It is the leader's responsibility to guarantee that everyone in the team and throughout the organization is motivated to perform at their highest levels of performance. keep people motivated requires a lot of time and work, but the long-term benefits much outweigh the short-term costs.

REFERENCES

• SAIF, S. K., NAWAZ, A., JAN, F. A., & KHAN, M. I. (2012). SYNTHESIZING THE THEORIES OF JOB SATISFACTION ACROSS THE CULTURAL/ATTITUDINAL DIMENSIONS. INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS, 3(9), 1382-1396
• JEHANZEB, K., RASHEED, M. F., & RASHEED, A. (2012). IMPACT OF REWARDS AND MOTIVATION ON JOB SATISFACTION IN BANKING SECTOR OF SAUDI ARABIA. INTERNATIONAL JOURNAL OF BUSINESS AND SOCIAL SCIENCE, 3(21).
• GRAHAM, S., & WEINER, B. (1996). THEORIES AND PRINCIPLES OF MOTIVATION. HANDBOOK OF EDUCATIONAL PSYCHOLOGY, 4(1), 63-84.