THEORIS OF MOTIVATION

THEORIS OF MOTIVATION1. Maslows need hierarchy theory2. Herzbergs two-factor theory3. Expectancy theory4. Goal setting theory

There are various theories of motivation, but only the four most influential ones will be discussed. They consist of the following:Maslows Need Hierarchy TheoryAbraham Maslow, a psychologist, theorized that human beings have five basic needs which are as follows: physiological, security, social, esteem, and self-actualization. These needs are hierarchical, which means, one need will have to be satisfied first before the other need.

Physiological Needs. Those that are concerned with biological needs like food, drink, rest, and sex fall under the category of physiological needs. These needs take priority over other needs.

Security Needs. After satisfying the physiological needs, people will seek to satisfy needs. These needs include freedom from harm coming from the elements or from other people, financial security which may be affecter by loss of job or the breadwinner in the family, etc.

Maslows Hierarchy of NeedsPHYSIOLOGICAL NEEDSFood, water, sleep, sex, body eliminationSECURITY NEEDSFreedom from harm, financial securitySOCIAL NEEDSFriendship, belonging, loveESTEEM NEEDSStatus, respect, prestigeSELF-ACTUALIZATION NEEDSSelf-fulfillmentSocial Needs. After satisfying his physiological and security needs, the employee will now strive to secure love affection, and the need to be accepted by peers.

Esteem Needs. The fourth level is called esteem needs and they refer to the need for a positive self-image and self-respect and the need to be respect by others.

Self-Actualization Needs. The fifth and the topmost level needs in the hierarchy are called sel-actualization needs and involve realizing our full potential as human beings and becoming all that we are able to be.

The Relevance of Maslows Theory to Engineering Management. Even if Maslows theory has been largely questioned, one basic premise cannot be discarded: a fulfilled need no longer motivates an individual. If this is the situation the subordinate is in, the engineer manager must identify an unfulfilled need and work out the scheme so that the subordinate will be motivated to work in order to satisfy the unfulfilled need.

Herzbergs Two-factor TheoryThe two-factor theory is one developed by Frederick Herzberg indicating that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated. Herzberg identified two classes of factors associated with employee satisfaction and dissatisfaction. In his research, Herzberg found out that satisfied employees mentioned the following factors (called satisfiers or motivation factors) responsible for job satisfaction: achievement, recognition, work itself, responsibility, advancement, and growth. Dissatisfied employees mentioned the following factors (called dissatisfiers or hygiene factors) as responsible for job dissatisfaction: company policy and administrator, supervision, relationship with supervisor, work conditions, salary, relationship with peers, personal life, relationship with subordinantes, status, and security.If Herzbergs theory will be considered by the engineer manager in motivating employees, he must do something to eliminate the dissatisfiers and install satisfiers. As shown in Figure 7.3, even if the dissatisfiers are eliminated (at point zero), the employee is still not motivated to work hard.

Fig. 7.3 Herzbergs Two-Factor Theory

EXPECTANCY THEORYExpectancy theory is a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen.The theory poses the idea that motivation is determined by the expectancies and valences. An expectancy is a belief about the likelihood or probability that a particular behavioral act (like attending training sessions) will lead to a particular outcome (like promotion). Valence is the value an individual places on the expected outcomes or rewards.Expectancy Theory is based on the following as sumptions:1. A combination of forces within the individual and in the environment determines behavior.2. People make decisions about their own behavior and that of organizations3. People have different types of needs, goals and desires.4. People make choices among alternative behaviors based on the extent to which they think a certain behavior will lead to a desire outcome.Fig. 7.4 An Expectancy Model

Goal Setting TheoryGoal setting theory refers to the process of improving performance with objectives, deadlines or quality standard.When individuals or groups are assigned specific goals, a clear direction is provided and which later motivates them to achieve these goals.The goal setting model drawn by Edwin A. Locke and his associates consists of the following components:Goal contentGoal commitmentWork behaviorFeedback aspects Goal Content. To be sufficient in content, goals must be challenging, attainable, specific and measurable, time limmited, and relevant.When goals are challenging, higher performance may be expected. The sales quotas imposed by companies to individual members of their sales force indicate reliance of these companies to the use of challenging goals.Goals must be stated in quantitative terms whenever possible. When exact figures to be met are set, understanding is facilitated and workers are motivated to perform. There must be a time-limit set for goals to be accomplished.The more relevant the goals are to the companys mission, the more support it can generate from various levels of employment in the organization.Goal Commitment. When individuals or groups are committed to the goals they are suppose to achieve, there is a chance that they will be able to achieve them.Work Behavior. Goals influence behavior in terms of direction, effort, persistence, and planning. When an individual is provided with direction, performance is facilitated. In trying to attain goals that are already indicated, the individual is provided with a direction to exert more effort. The identification of goals provided a reasons for an individual to persist in his efforts until the goal is attained.once goals are set, the first important input to planning is already in place.

Feedback Aspects. Feedback provide the individuals with a way of knowing how far they gone in achieving objectives. Feedback also facilitate the introduction of corrective measures whenever they are found to be necessary.