Other theories for Employee Motivation

 

McClelland’s Achievement Motivation Theory

McClelland achievement theory focused on the relationship between hunger needs and the extent to which imagery of food dominated thought processes and identified four main arousal-based, and socially developed, motives: (Osabiya,2015).

1. The Achievement motive

2. The Power motive

3. The Affiliate motive

4. The Avoidance motive

The need for achievement proposes that motivation and performance vary according to the strength of one’s need for achievement and is defined as a desire to accomplish something difficult. McClelland proposed that high achievers are more likely to be successful entrepreneurs (Ramlall, 2004). In McClelland’ s view, all motives are learned, becoming arranged in a hierarchy of potential for influencing behavior that varies from individual to individual. As people develop, they learn to associate positive and negative feelings with certain things that happen to and around them. Thus, achievement situations such as a challenging task may elicit feelings of pleasure, and ultimately a person may be characterized by strong achievement motivation (McClelland,2005).

McGregor’s theory ‘x’ and theory ‘y’

Douglas McGregor (1960) has explained two theories about employee motivation. This social psychologist has expounded these contrasting theories and theory Y promoted as the basis of good management practice while theory X encourages an authoritarian management style (Argyris,1971), McGregor believed that managers' basic beliefs have a dominant influence on the way that organizations are run. Managers' assumptions about the behavior of people are central to this. McGregor argued that these assumptions fall into two broad categories - Theory X and Theory Y (McGregor, 1960). The theory states that function of motivating people involves certain assumption about human nature. Theory X and Y are two sets of assumptions about the nature of people. Every set of nature will have to adopt different way to motivate and achieve the results (Varma, 2018). Theory X assumptions take a negative perspective of people: People can have “an inherent dislike for work and avoid it if possible; because of this, they must be coerced, controlled, directed and threatened with punishment to make them work (Reuben,2017). Theory Y assumptions take the opposite view: the mental and physical inputs expended at the workplace are equated and par with those rest or play. External factors or any threats from outside may not be the sole influence for exerting effort (Reuben,2017).

Video 1.0 Douglas McGregor's Theory X and Theory Y

Source: (Organizational Communication Channel,2016)

Other Theories

Vroom's theory is based on the belief that employee effort will lead to performance and performance will lead to rewards. Rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated (Lindner,1998).

Skinner's theory simply states those employees' behaviors that lead to positive outcomes will be repeated and behaviors that lead to negative outcomes will not be repeated (Skinner, 1953). Managers should positively reinforce employee behaviors that lead to positive outcomes. Managers should negatively reinforce employee behavior that leads to negative outcomes (Lindner,1998).

Expectancy theory of motivation emphasizes the mental processes regarding choice, or choosing. It looks at self -interest in the alignment of rewards with people’s wants and the connections among expected behaviors, rewards and organizational goals. For organizations, it helps them to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients (Boyd, and Vozikis,1994).

Conclusion

The purpose of this blog is to understand the effectiveness of employee motivation in work place and how operationally apply theories in to practice.

The success of every organization depends on its employee’s drive to thrive through their efforts, commitment, engagement, practice and persistence (Naile, 2014). Employer must provide and maintain a working environment that is safe and without risk to mental and physical health of the employee.

Employees who have lack of motivation in the work places are a risk factor when it comes to executing day to day operations of the business (Reuben, 2017). So, it is the responsibility of the organization to have a well-balanced workforce of employees and their emotions as far as work issues are concerned. Health care sectors which I worked should have high level of motivation as they are treated their customers with a high costs services and goods, patients’ privacy and legal bonds.Also the company need well trained and experienced staff to run the business. If the experienced staff retention getting low it directly effect the long term goals of the company. Providing good salaries and intensives will motivate the experience key staff in the company.In health care sector need well trained staff. for academic trainings in new recruitment's will coordinate by the experience staff who work in the company. so it also motivate them as company was identified them as key employees in the company. My workplace has good job security than others. so correctly point out it with the new joiners they have a growth path and their retention in the company also high.

References

Argyris, C. (1971), Management and Organizational Development: The Path from XA to YB, McGraw-Hill, New York, NY.

Ball, B., (2012). A summary of motivation theories. [Online] Available from http://www.yourcoach.be/en/employee‐motivation‐ebook/ [Accessed 09^th April 2022].

Boyd, N.G. and Vozikis, G.S., (1994). The influence of self-efficacy on the development of entrepreneurial intentions and actions. Entrepreneurship theory and practice, 18(4), pp.63-77.

Lindner, J.R., (1998). Understanding employee motivation. Journal of extension, 36(3), pp.1-8.

McClelland, D.A.V.I.D., (2005). Achievement motivation theory. Organizational behavior: Essential theories of motivation and leadership, pp.46-60.

McGregor, D., 1960. Theory X and theory Y. Organization theory, 358(374), p.5.

Naile, I., & Selesho, J. (2014). The Role of Leadership in Employee Motivation. Mediterranean Journal of Social Sciences, 5(3), 175. [Online]. Available from https://www.mcser.org/journal/index.php/mjss/article/view/2131/2118. [Accessed 21 March 2022].

Osabiya, B.J., (2015). The effect of employee’s motivation on organizational performance. Journal of public administration and policy research, 7(4), pp.62-75.

Ramlall, S., (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American academy of business, 5(1/2), pp.52-63

Skinner, B. F. (1953). Science and Human Behavior. New York: Free Press.

Reuben, M. (2017) Theories of Motivation and Their Application in Organizations: A Risk Analysis. International Journal of Innovation and Economic Development [Online] Available from http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.33.2004. [Accessed 9^th April 2022].

Varma, C. (2018). Importance of Employee Motivation & Job Satisfaction for Organizational Performance.pp.11-12.