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Motivation theories
(1) Herzberg theory:
Two-factor theory (also called motivation-hygiene theory)
proposes that psychological (intrinsic) factors are related to job
satisfaction, while environmental (extrinsic) factors are associated
with job dissatisfaction. Herzberg suggested a two-step approach
to understanding employee motivation and satisfaction. Herzberg
also contrast the views of satisfaction and dissatisfaction that
The opposite of satisfaction is not dissatisfaction, but rather no
satisfaction. Similarly, the opposite of dissatisfaction is no
dissatisfaction
Hygiene Factors:
The hygiene factors are comprise of the physiological, safety and
love needs from Maslows hierarchy of needs.. The factors
include: Company Policy, Personal Life, Relationships with
Supervisor, Relationships with Peers, Relationships with
Subordinates, Salary, Supervision, Status, Security, and Working
Conditions.
Motivator factors:
Motivator factors are based on an individual's need for personal
growth. If they are effective, then they can motivate an individual
to achieve above-average performance and effort. Motivator
Impacts on managers
The Application of the Two Factor Theory is definitely well
established within organizational settings. In fact, every leader
has the responsibility to ensure that their employee's hygiene
factors are attended to and that proper motivators are
implemented to increase job satisfaction. For example, if an
employee is working below the minimum wage, it is not likely that
he/she will be motivated until a perceived fair rate of pay is given.
At the same time, if an employee is well paid, Herzberg believed
that a pay rise would not have a lasting motivational effect.
Herzberg suggested that once the hygiene factors were met,
employers should focus on recognizing the achievements of the
employee and providing opportunities to learn and grow.
Impacts on managers
The findings indicate that McGregor's concepts have widespread
acceptance and application today, and have been systematically
and empirically related to organizational success and
effectiveness. McGregor believed that Theory Y assumptions
should guide management practice and proposed that
participation in decision making, responsible and challenging jobs
and good group relations would maximize employee motivation
Impacts on managers
The theory of goal setting has been used in management since
the early 1800s. As a professional attending meeting, conferences
and seminars, you've likely already heard the importance of
setting goals in the workplace. The goal setting theory focuses on
the exact structure and components that companies and
individuals should include in their goals in a way that maximizes
chances of success in meeting those goals.
Impacts on managers
Reinforcement theory explains in detail how an individual learns
behavior. Managers who are making attempt to motivate the
employees must ensure that they do not reward all employees
simultaneously. They must tell the employees what they are not
doing correct. They must tell the employees how they can achieve
positive reinforcement. Managers should keep in mind that
motivated behavior is influenced by employee's learning what is
acceptable / unacceptable to the organization. Using
reinforcement theory, managers can influence employees
behavior by using positive reinforcers for actions that help the
organization achieve its goals. And managers should ignore, not
punish, undesirable behavior.
Impacts on managers
Managers should design jobs deliberately and thoughtfully to
reflect the demands of the changing environment, the
organizations technology, and employees skills, abilities, and
Impacts on managers
Equity theory has at least eight practical implications. First,
because people are motivated to resolve perceptions of inequity,
managers should not discount employees' feelings and
perceptions when trying to motivate workers. Second, managers
should pay attention to employees' perceptions of what is fair and
equitable. Third, employees should be given a voice in decisions
that affect them. Fourth, employees should be given the
opportunity to appeal decisions that affect their welfare. Fifth,
Impacts on managers
Expectancy theory has some important implications for
motivating employees. Managers are advised to enhance effort
performance expectancies by helping employees accomplish their
performance goals. With respect to instrumentalities and
valences, managers should attempt to link employee performance
and valued rewards. There are four prerequisites to linking
performance and rewards: (a) Managers need to develop and
communicate performance standards to employees, (b) managers
need valid and accurate performance ratings, (c) managers need
to determine the relative mix of individual versus team
contribution to performance and then reward accordingly, and (d)
managers should use performance ratings to differentially
allocate rewards among employees.