Theoriescontent And Processcontent Theories Deal With What Motivates
Theories content and process content Theories deal with “what” motivates people and it is concerned with individual needs and goals. • Maslow, Alderfer, Herzberg and McCelland studied motivation from a “content” perspective. Process Theories deal with the “process” of motivation and is concerned with “how” motivation occurs. • Vroom, Porter & Lawler, Adams and Locke studied motivation from a “process” perspective.
Traditional Motivation Theories
Maslow, Alderfer, Herzberg, McClelland
Hierarchy of needs is the most well known theory of motivation. It emphasizes in human being’s five needs: • Physiological • Safety • Social • Esteem • Self-Actualization
ERG Theory Clayton Alderfer simplified Maslow’s theory by categorizing hierarchy of needs into three categories: • Existence Needs (1 & 2) • Relatedness Needs (3) • Growth Needs (4 & 5)
Two-Factor Theory Also called motivation-hygiene theory.
Intrinsic Factors – seem to be related to job satisfaction • Advancement • Recognition • Responsibility • Achievement
Extrinsic Factors – • Supervision • Pay • Company Policies • Working conditions
Note: The opposite of satisfaction is not dissatisfaction.
Theory of Needs
This theory focuses in three needs: • Achievement • Power • Affiliation
High achievers perform best when they perceive their probability of success as 50-50. They like to set goals that require stretching themselves a little. Traditional Motivation Theories
McGregor’s Theory X and Y
Manager’s view of the nature of human beings is based on certain grouping of assumptions, and the person tends to mold the behavior toward employees according to those assumptions.
Theory X – Negative • Dislike work • Need cohersion • Need Control • Threatened with punishment
Theory Y – Positive • Work is natural • Self-direction • Self-control
Modern Motivation Theories
Deci & Ryan, Locke, Bandura, Vroom
Self-Determination Theory Edward L. Deci and Richard M. Ryan proposed that people prefer to feel they have control over their actions. Therefore, anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation.
Goal-Setting Theory Edwin Locke proposed that intentions to work toward a goal are a major source of work motivation. It is a cognitive approach, proposing that an individual’s purposes direct his or her action.
Self-Efficacy Theory Albert Bandura defined four characteristics: • Enactive Mastery (gaining relevant experience with the task or job) • Vicarious modeling (the person is more confident because sees someone else doing the task) • Verbal Persuasion (the person is more confident knowing that has the skills) • Arousal (an energized state driving a person to complete the task)
Expectancy Theory Victor Vroom argued that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
The employee will be motivated to exert a high level of effort when he/she believes that effort will lead to a good performance appraisal. A good appraisal will lead to organizational rewards, and the rewards will satisfy his/her personal goals.
Modern Motivation Theories
Skinner Reinforcement Theory
BF Skinner stated that individual’s behavior is a function of its consequences. It states that individual’s behavior is a function of its consequences. It is based on “law of effect”, i.e, individual’s behavior with positive consequences tends to be repeated, but individual’s behavior with negative consequences tends not to be repeated.
Employee Portfolio MGT/311
Summary
Employee Name
Strengths
Weaknesses
Job Satisfaction
Engagement
Emotional State
Affect Intensity
Emotional Intelligence
Decision Making Style
Management Recommendations
Josue Gonzalez
Dependable, team player, positive attitude
Lacks balance in life, hesitant to change
Extremely satisfied
Highly engaged
Positive emotions
Emotionally intense
High EI
Blended style; thinks before acting
Maintain performance; encourage ownership and strategic planning
Samantha Connors
Customer service, sales skills
Poor communication, absences
Not satisfied
Somewhat engaged
Somewhat positive
Emotionally intense
Medium EI
Blended style; considers coworkers
Improve communication skills; diplomatic training recommended
Joseph McNally
Works passionately, good technical skills
Tends to overcommit, impulsive decisions
Extremely satisfied
Somewhat engaged
Positive emotions
Emotionally intense
High EI
Assertive; sometimes impulsive
Develop delegation skills; analyze options more thoroughly
Motivation Action Plan
Considering each employee’s characteristics and performance evaluations, suitable motivational strategies include tailored incentive programs, recognition, skill development opportunities, and fostering a positive work environment. Applying relevant motivational theories such as Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, and Vroom’s Expectancy Theory can effectively guide these strategies.
For Josue Gonzalez, focusing on self-actualization and esteem needs through leadership roles and recognition leverages Maslow's theory. His engagement suggests that emphasizing personal growth will
sustain motivation.
Samantha Connors’ motivation could stem from addressing her social and esteem needs via improved communication, team recognition, and professional development aligned with Herzberg’s hygiene factors and motivation factors.
Joseph McNally’s high achievement orientation and need for challenge suggest that goal-setting and recognition of accomplishments, grounded in Locke’s Goal-Setting Theory, would enhance his motivation. Encouraging delegation aligns with his impulsiveness, reducing stress and promoting strategic thinking.
Conclusion
Understanding individual differences through motivation theories provides a foundation for developing personalized strategies that cultivate employee engagement and productivity. Integrating content and process motivation models allows organizations to create a comprehensive approach, promoting not only task performance but also employee well-being and satisfaction.
References
Maslow, A. H. (1943). A theory of human motivation.
Psychological Review, 50 (4), 370-396.
Alderfer, C. P. (1969). An empirical test of a new theory of human needs.
Organizational Behavior and Human Performance, 4 (2), 142-175.
Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. Wiley.
McClelland, D. C. (1961). The achieving society. Princeton University Press.
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
Locke, E. A. (1968). Toward a theory of task motivation and incentives.
Organizational Behavior and Human Performance, 3
(2), 157-189.
Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change.
Psychological Review, 84 (2), 191-215.
Vroom, V. H. (1964). Work and motivation. Wiley.
Skinner, B. F. (1953). Science and human behavior. Free Press.
Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the dawn of the twenty-first century.
Annual Review of Psychology, 56 , 485-516.