Chapter 2Review of literature
Theories of Motivation
Motivational theories can be divided into two categories,
content
and
process
theories.
Content theories:
Content
theories assume that all individuals possess the same set of needsand therefore prescribe the characteristics that ought to be present in jobs.They explain the specific factors that motivate people
.
In other words, theyanswer the question ‘what drives behavior?’ Basically, content theoriessuggest that we are all the same and therefore are motivated in the sameway. They include the following theories:i.McGregor’s theory X and theory Yii.Maslow’s hierarchy of needsa)Herzberg’s two-factor theoryb)Alderfer’s ERG theory
iii.
McClelland’s needs theory
Process theories:
Process theories stress the difference in people’s needs and focus on thecognitive processes that create these differences. They look atindividuals as, understanding that we are all different and that what
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motivates one person does not necessarily motivate another. Theyexplain motivation in terms of how people give meaning to rewards andrespond with various work-related behaviors. They include thefollowing:i.Vroom’s expectancy theoryii.Adam’s equity theoryiii.Locke’s goal-setting theoryiv.Skinner’s reinforcement theory
McGregor’s Theory X and Theory Y
Douglas McGregor (1906 - 1964) (refer to fig. 1.1) was a Managementprofessor at the MIT Sloan School of Management and president of AntiochCollege from 1948 to 1954. In his book, "The Human Side of Enterprise"published in 1960 has examined theories on behavior of individuals atwork, and he has formulated two models which he calls Theory X andTheory Y.Theory X Assumptions
•
The average human being has an inherent dislike of work and willavoid it if he can.
•
Because of their dislike for work, most people must be controlled andthreatened before they will work hard enough.
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•
The average human prefers to be directed, dislikes responsibility, isunambiguous, and desires security above everything.
•
These assumptions lie behind most organizational principles today,and give rise both to "tough" management with punishments andtight controls, and "soft" management which aims at harmony atwork.
•
Both these are "wrong" because man needs more than financialrewards at work, he also needs some deeper higher order motivation- the opportunity to fulfill himself.
•
Theory X managers do not give their staff this opportunity so that theemployees behave in the expected fashion.Theory Y Assumptions
•
The expenditure of physical and mental effort in work is as natural asplay or rest.
•
Control and punishment are not the only ways to make people work,man will direct himself if he is committed to the aims of theorganization.
•
If a job is satisfying, then the result will be commitment to theorganization.
•
The average man learns, under proper conditions, not only to acceptbut to seek responsibility.
•
Imagination, creativity, and ingenuity can be used to solve workproblems by a large number of employees.
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