Motivation in the Workplace

Motivation in the Workplace Theories

Let's now take a look at some of the primary motivation in the workplace theories. In the following section, we will explore a combination of historical and modern theories of motivation.

Hierarchy of Needs

Maslow's Hierarchy of Needs is an established motivation theory you might already be familiar with. Maslow argued that all humans are motivated by five hierarchies of needs. Figure 1 below outlines the five needs, which are as follows:

1. Physiological needs - include basic human needs like food, shelter, water, and other standard bodily needs.

2. Safety needs - include anything to do with physical and emotional safety, such as health, protection, resources, etc.

3. Social needs - refer to our emotional and social needs, such as love, friendship, belonging, acceptance, etc.

4. Esteem needs - include our needs for self-esteem, respect, autonomy, recognition, etc.

5. Self-actualization needs - the final level of the hierarchy includes creativity, growth, and achieving our full potential.

Herzberg's Theory of Motivation in the Workplace

Frederick Herzberg developed another significant motivation theory known as the two-factor theory. Figure 2 below shows Herzberg's model. Let's examine it in more detail.

Herzberg argued that simply because employees are not dissatisfied with their jobs, it does not mean they are satisfied either. As a result, he suggested that the opposite of dissatisfaction is not satisfaction but rather "no dissatisfaction". Therefore, hygiene factors can lead to dissatisfaction or no dissatisfaction (on one continuum), and motivation factors can lead to satisfaction or no satisfaction (on another continuum).

Managers should remember that it is not enough to remove the factors that lead to dissatisfaction (hygiene factors) to encourage satisfaction. Hygiene factors may include supervision, policies, work conditions, etc. Therefore, by increasing motivation factors, there is a higher chance of job satisfaction. Motivation factors may include giving employees more responsibilities, growth and development opportunities, promotions, rewards, etc.

Theory of Needs

The final historical theory of motivation includes McClelland's theory of needs. McClelland's theory is constructed similarly to Maslow's - it is based on individuals' different needs in the workplace. However, McClelland narrowed it down to three specific motivational needs:

1. Need for achievement (nAch) - Someone with a high need for achievement will have the drive to succeed and excel and aims to be on top.

2. Need for affiliation (nAff) - An individual with a high need for affiliation will strive for close interpersonal relationships and control over others.

3. Need for power (nPow) - An individual with a high need for power will demand loyalty and for others to behave in a way that suits them.

McClelland argued that although these motivations might not be inherent, we develop at least one throughout our lives due to our experiences.

Self-Determination Theory

Self-determination theory suggests that intrinsic motivation is more effective than extrinsic motivation, as people strive to be in control of what they do. The theory also indicates that if people are free and in control of what they do, conducting a task feels less like an obligation. Self-determination theory is based on two assumptions:

1. People strive for growth, which drives behavior.

2. Intrinsic motivation is vital.

Self-determination theory has also led rise to another motivation theory focused on the effectiveness of intrinsic motivation called cognitive evaluation theory.

Self-Efficacy Theory

Another contemporary motivation theory is the self-efficacy theory. Let's first take a look at its definition.

According to Albert Bandura, the creator of the self-efficacy theory, we can increase self-efficacy through the following:

• Enactive mastery,
• Vicarious modeling,
• Verbal persuasion, and
• Arousal.

Reinforcement Theory

Reinforcement theory is another crucial motivation theory we can apply to the workplace.

Reinforcement theory is interesting as it somewhat contradicts the goal-setting theory, which argues that a person's drive or objective will influence their actions.

Expectancy Theory

Finally, for our last motivation theory of the day, let's examine the expectancy theory. Victor Vroom is the researcher behind expectancy theory, which we define as follows.

There are three fundamental beliefs to note when discussing this theory:

1. Expectancy - Employees may have different expectations and confidence about what they can accomplish. As a result, the organization must uncover the types of resources, training, and rewards it should allocate to employees.

2. Valence - The degree to which people want and value intrinsic or extrinsic rewards provided by the organization.

3. Instrumentality - Refers to employees' perceptions of whether they will actually receive a reward or desired outcome if they perform well.

Extrinsic Motivation in the Workplace

Now that we understand the theory behind employee motivation, let's find out how companies can foster employee motivation in the workplace. There are two broad categories of organizational motivation: extrinsic and intrinsic motivation. We describe them both below.

Extrinsic motivation comes from outside. It is an external form of motivation, meaning it is related to factors outside of the employee's internal emotions. Some examples of extrinsic motivation in the workplace are as follows:

• Job structure/job design: The job characteristics model outlines five factors that impact employee motivation. The factors are task significance, skill variety, task identity, autonomy, and feedback. The higher the score on each factor, the higher motivation an employee will experience.

• Job redesign: Job rotation (employees shifting between different tasks) and job enrichment (increasing responsibilities) can also motivate the workforce.

• Alternative work arrangements: Flexible working hours, job sharing, working from home, etc., may also play a role in employee motivation as individuals can construct their schedule around what works best for them. Flexible work arrangements may also promote a healthy work-life balance.

• Payment-related rewards: A fair pay structure, bonuses, or stock ownership are extrinsic rewards that could motivate employees to increase their performance.

• Benefits: For example, private health insurance, flexible holidays, pension plans, and flexible benefits structures may also increase employee motivation, especially when employees can choose which benefits they value the most.

Intrinsic Motivation in the Workplace

On the other hand, organizations might reward employees with intrinsic motivation tactics. This technique refers to motivating employees from within. Some examples are as follows:

• Recognition programs: Recognizing employees when they have achieved something outstanding, e.g., an employee of the month, gratitude meetings, etc.

• Leadership: Managers and leaders should be trained to recognize and compliment employees appropriately if they are doing a good job.

• Learning and development: The organization should encourage employees to continue learning new skills that are not required for the job but satisfy the employee mentally.

• Volunteering: The organization should also recognize how volunteering can fulfil and motivate employees personally and emotionally.