RESEARCH ON MOTIVATION’S FACTORS

AND
ITS THEORIES

It was a hot sunny day, and a girl was sitting by the side of a dusty road, eating
her sandwiches and watching the world go by.

Presently, a man walked past, looking tired and bedraggled, and carrying a
heavy stone on his back.
The girl asked the man:"Why are you carrying that stone?"

The man replied: "I am a slave. I have to carry this stone because I have been
ordered to."

The man slowly disappeared into the distance, and a few minutes elapsed before
another man passed by where the girl was sitting.

He was sweating profusely but he too, was determinedly carrying a heavy stone
on his back.
The girl asked the man: "Why are you carrying that stone?"

The man replied: "This is my job – I am paid to carry these stones. It is hard
work, but there are many worse jobs than this."

The man soon disappeared into the distance, and the girl was preparing to go
home when another man passed by.

He too had a heavy stone on his back, but was walking briskly and looked tired
but content
.
The girl asked the man:"Why are you carrying that stone?"

The man replied: "I am building a church.

---Anon

“Motivation is the act of stimulating someone or oneself to get desired course of

action, to push right button to get desired reactions.”
Motivational Factors
There are several factors that motivate a person to work.Themotivational factors
can be broadly divided into two sectors:

1.Monetary Factors:

 Salaries or wages:
Salaries or wages is one of the most important motivational
factors.Reasonable salaries must be paid on time.While fixing salaries
must consider such as:
 Cost of living
 Company ability to pay
 Capability of the company ton pay etc,
 Bonus:
It refers to extra payment to employee over and above salary giveb as
an incentive.The employee must be given adequate rate of bonus.
 Incentives:
The organization may also provide additional incentuives such as
medical allowance,educationalallowance,other allowance etc.
 Special individual incentives:
The company may provide special individual incentives.Such
incentives are to be given to deserve employees for giving valuable
suggestion
2.Non-Monetary Factors:

 Status or job title:

By providing a higher status or designations the employee must be
motivated. Employees prefer and proud of higher designations.
 Appreciation and recognition:
Employees must be appreciated for their services. The praise should
not come from immediate supeior but also from higher authorities.
 Delegation of authority:
Delegation of authority motivates a subordinate to perform the tasks
with dedication and commitment. When authority is delegated, the
subordinate knows that his superior has placed faith and trust in him.
 Working conditions :
Provision for better working conditions such as air-conditioned
rooms, proper plant layout, proper sanitation, equipment, machines
etc, motivates the employees
 Job security
Guarantee of job security or lack of fear dismissal, etc can also be a
good way to motivate the employees. Employees who are kept
temporarily for a long time may be frustrated and may leave the
organization
 Job enrichment:
Job enrichment involves more challenging tasks and responsibilities.
For instance an executive who is involved in preparing and presenting
reports of performance,may also asked to frame plans.
 Workers participation:
Inviting the employee to be a member of quality circle, or a
committee, or some other form of employee participation can also
motivate the workforce
 Cordial relations
Good and healthy relations must exist throughout the organization.
This would definitely motivates the employees.
 Good superiors:
Subordinates want their superiors to be intelligent, experienced,
matured, and having a good personality. In fact, the superior needs to
have superior knowledge and skills than that of his subordinates. The
very presence of superiors can motivate the subordinates
 Other factors:
 There are several other factors of motivating the employees:
 Providing training to the employees.
 Proper job placements
 Proper promotions and transfers.
 Proper performance feed back.
 Proper welfare facilities.
 Flexible working hours.

SOURCE:http://managementconsultingcourses.com/Lesson20Motivation&ItsT
heories.pdf
KINDS OF MOTIVATION
A few polarities of of motivation that you’ll find in the theories and that serve to
create clarity on one’s own motivation. As with all polarities, it’s not about
either/or, but about the position one has in a certain spectrum.

 Positive vs Negative
Motivating forces can be positive, as in impelling one to reach a certain
goal. They can also be negative, as in driving one away from an
unwanted situation.
You can be positively motivated about going to work because you like
your colleagues and some parts of the work, and negatively motivated
because you have bills to pay (moving away from poverty) and you
wouldn’t dare not show up.
 Internal vs External
There is internal motivation, or push. It’s an internal state that impels one
to act towards achieving a certain goal. Then there is external motivation,
or pull. It’s when an external goal influences one’s behaviour towards
them. Behaviour is a complex blend of internal pushes and external pulls.
You can be internally motivated to go to work because it makes you feel
useful and creative. At the same time, it is expected of you by your
surroundings and you may be doing something that only partly fulfills
your desires.
 Basic vs learned
Motivation leans on motives. Motives are often categorized into basic
motives and learned motives. Basic or primary motives are unlearned and
common to both animals and humans. We’re talking hunger, thirst, sex,
avoidance of pain, and perhaps aggression and fear. The learned or
secondary motives include achievement, power, recognition, love...
You’ll go to work to get food and avoid social exclusion. And you’ll also
go to work to achieve something, and possibly order others around.
SOURCE:http://www.yourcoach.be/en/employee-‐motivation-‐ebook/

MAJOR THEORIES OF MOTIVATION

1. Need Approaches:
 Maslow’s Hierarchy Needs
 Herzberg’s Two Factor Theory
 Alderfer’s ERG theory
2. Cognitive Approaches:
 Expectancy Theory
 Equity Theory/Social Comparison
 Goal Setting Theory
3. Reinforcement Theory or Operant Conditioning:
How Rewards & Reinforcements Sustain Motivation Over
Time(Behavior Modification)

Maslow’s Hierarchy of Needs

Abraham Maslow, a psychologist, formulated one of the most

familiar theories of individual motivation. Maslow based his
hierarchy of needs theory on two important assumptions:
 People always want more, and their needs depend on
what they already have. A need that has already been
satisfied is not a motivator, only unsatisfied needs can
influence behaviour.

 People’s needs arise in order of importance. When one

need has been partially satisfied, the next one will come
forward to be satisfied.
The five levels in Maslow’s hierarchy of needs model are1:

1. Physiological needs: In organisations, these needs represent

the most basic level in the hierarchy and comprise such
needs as salary or wages and basic working conditions. As
long as these needs are unsatisfied, employees will strive to
satisfy them. However, once these needs are satisfied, they
no longer influence behaviour. Mostemployees belong to
labour unions, which negotiate for higher wages and basic
working conditions to ensure that these basic needs of their
members are satisfied.
2. Security needs: Once a person’s basic physiological needs
have been satisfied, his or her security needs come into play.
Security in the workplace, job security, insurance, medical
aid schemes and pension schemes satisfy an individual’s
need for security.
3. Social needs:These are the needs for love, friendship,
acceptance, and understanding by other people and groups
of people. In organisations, people join different groups to
satisfy their social needs. By forming work groups, teams,
and encouraging sufficient interaction among employees,
managers can ensure that the organisation meets their
employees’ social needs. At Google, they go out of their
way to address their employees’ social needs. For example,
at lunchtime, almost everyone eats in the office café, sitting
at whatever table has an opening and enjoying conversations
with peers from different teams.
4. Esteem needs. This higher-order need is the need for self-
respect and recognition by others. The need for success,
recognition and appreciation of achievement are examples
of esteem needs. It is in this area in particular that managers
can play a significant role in satisfying the needs of their
employees, for example, by rewarding high achievement
with recognition and appreciation.
5. Self-actualisationneeds:The highest level of Maslow’s
hierarchy of needs is the need for self-actualisation. This
represents the apex of human needs. Self-actualisation is the
 full development of an individual’s potential. The need for
self-actualisation is the most difficult to satisfy in an
organisational context. Managers can help by creating a
climate in which self-actualisation is possible, for example,
by providing employees with skills development, the chance
to be creative, and the opportunity to have complete control
over their jobs. Google is a prime example of an
organisation that addresses this need, where all employees’
creative ideas matter and are considered worth exploring.
Employees have the opportunity to develop innovative new
products that millions of people will find useful.

Self-Actualisation Needs

Esteem Needs

Affiliation Needs

Security Needs

Physiological Need

SOURCE: Smit, P.J., Cronje G.E., Brevis T. & Vrba M.J. 2011. Management
Principles: A contemporary edition for Africa. 5th edition. Cape Town: Juta
Publishers.
Herzberg’s Two Factor Theory
In the 1950s, Frederick Herzberg conducted a study to examine the relationship
between job satisfaction and productivity within a group of about 200
accountants and engineers. He found that the factors leading to job satisfaction
were separate and different from those leading to job dissatisfaction – hence the
term ‘two-factor model’. Figure 20.3 on the next page shows the two-factor
model.
Herzberg termed the sources of work satisfaction ‘motivator factors’. These include the work
itself, achievement, recognition, responsibility, and opportunities for advancement and
growth. These factors relate to job content (what people actually do in their work) and are
associated with positive feelings about their work. In the case of Google, all employees have
the opportunity to develop innovative new products that millions of people will find useful.
The employees have the opportunity to grow and advance in an environment where the
2
organisation welcomes and recognises creativity and new ideas

Satisfied Motivation Factors

 Achievement
Areas  Recognition
of  Work itself
Satisf  Responsibity
action  Advancemen

Not Satisfied

Hygiene Factors
Not Satisfied

Areas  Orga. Policy

of  Supervision
Dissati  Salary
sfactio  Working Co
n  Interper.
 Relationship

Disstisfied
Herzberg termed the sources of work dissatisfaction ‘hygiene factors’. These
are factors in the job context, including salary, interpersonal relations
(supervisor and subordinates), company policy and administration, status and
job security. If the organisation provides adequately for hygiene factors, there
will be no dissatisfaction. However, if they are not in place, it will cause
dissatisfaction. Herzberg found that hygiene factors are associated with
individuals’ negative feelings about their work and these factors do not
contribute to employee motivation. At Google, there are many examples of
hygiene factors, such as lunches in the cafeteria and a variety of benefits
including a choice of medical programmes, stock options, maternity and
paternity leave, and much more.

An interesting aspect of Herzberg’s theory is that he classifies salary as a

hygiene factor, which will not motivate people. According to his theory, people
work to earn salaries, it is part of the job context and they will be extremely
dissatisfied if they do not receive salaries. However, if the organisation links a
monetary reward to performance, such as a merit bonus or a promotion, it
provides recognition of the employee’s performance and is, therefore, a
motivator.

Herzberg’s theory differs from Maslow’s hierarchy of needs in that he assumes

that most employees have already satisfied their social and economic needs
(lower-order needs) to such an extent that only Maslow’s higher-order needs
motivate them. However, they must continue to satisfy their lower-order needs
in order to maintain their present situation.

SOURCE: Smit, P.J., Cronje G.E., Brevis T. & Vrba M.J. 2011. Management
Principles: A contemporary edition for Africa. 5th edition. Cape Town: Juta
Publishers.
Alderfer’s ERG Theory

Clayton Alderfer refined Maslow’s theory by dividing Maslow’s five needs into
three broader categories of needs, namely existence needs, relatedness needs
and growth needs (ERG theory).

1. Existance:Alderfer’s existence needs correspond to Maslow’s

physiological and physical safety needs.
2. Relatedness:The relatedness needs focus on how people relate
to others and correspond to Maslow’s social needs.
3. Growth:Growth needs relate to Maslow’s esteem and self-
actualisation needs

The theory differs from Maslow’s theory because Alderfer suggested that
more than one level of needs can motivate at the same time, for example,
a desire for friendship (relatedness) and the need for a promotion
(growth) can simultaneously influence the motivation of an individual.
The ERG theory also has a ‘frustration-regression aspect’, which means
that if needs remain unsatisfied, an individual may become frustrated and
revert to satisfying lower level needs. The ERG theory is more flexible
than the rigid hierarchy of needs theory which states that one level of
needs must be satisfied before the next level will come to the fore. The
management implications of the ERG theory is that employees strive to
satisfy various needs and that if their higher-order needs are not met, they
may regress to satisfying lower-order needs.

Alderfer also deals with frustration-regression. That is, if a higher-order

need is frustrated, an individual then seeks to increase the satisfaction of a
lower-order need.

According to Maslow an individual would stay at a certain need level

until that need was satisfied. ERG theory counters by noting that when a
higher- order need level is frustrated the individual’s desire to increase a
lower- level need takes place. Inability to satisfy a need for social
interaction, for instance, might increase the desire for more money or
 better working conditions. So frustration can lead to a regression to a
lower need.
In summary, ERG theory argues, like Maslow, that satisfied lower- order
needs lead to the desire to satisfy higher-order needs; but multiple needs
can be operating as motivators at the same time, and frustration in
attempting to satisfy a higher- level need can result in regression to a
lower- level need.

SOURCE:https://www.slideshare.net/ymdp08/theories-of-motivation-2556023
Expectancy Theory
Victor Vroom developed the expectancy theory. This theory is currently one of
the most widely accepted explanations of motivation. The expectancy theory
argues that people will act according to their perceptions that their work efforts
will lead to certain performances and outcomes, and how much they value the
outcomes.

The expectancy theory suggests that the following three elements determine an
individual’s work motivation3:

1.Expectancy (effort–performance relationship)

Expectancy is the individual’s belief that a particular level of

performance will follow a particular level of effort, for example,
expectancy will be high when a salesperson is sure that she will be able to
sell more units (performance) if she works overtime (effort). Expectancy
will be low if she is convinced that, even if she works overtime, she will
not be able to sell more units. High expectations generally create higher
motivation than low expectations. In the above example, the salesperson
is likely to work overtime to achieve her goal of selling more units – if
she expects that by working overtime, she will be able to reach her goal.

2.Instrumentality (performance–reward relationship)

Instrumentality refers to the degree to which an individual believes that a

certain level of performance will lead to the attainment of a desired
outcome. In our example, instrumentality will be high if the salesperson
believes that if she sells more units, she will receive a bonus. It will be
low if she believes that she will not receive a bonus, even if she sells
extra units.

3.Valence (rewards–personal goals relationship)

Valence is the value or importance that an individual attaches to various

work outcomes. Each outcome has an associated valence or value. For
motivation to be high, employees must value the outcomes they will
receive for their performance. To be motivated, the salesperson in our
example must value the bonus (outcome) she will receive for working
overtime to sell more units. If she places a higher value on other
 outcomes, such as less work stress or more time with her family, her
motivation to work overtime and sell more units will be low.

MF=Expectancy×Instrumentality×Valence

Motivational Force Expectancy Instrumentality V alence

Force directing Perceived probability Perceived probability Value of expected

specific behavioral that effort will lead that will lead to outcomes to the
alternatives = to good performace × × desired × individual
outcomes(Rewards)

Self-efficasy Goal Difficulty Perceived Control

Trust Control Policy Values Needs Goal Preferences
SOURCE: Smit, P.J., Cronje G.E., Brevis T. & Vrba M.J. 2011. Management Principles: A
contemporary edition for Africa. 5th edition. Cape Town: Juta Publishers
 Equity Theory/Social Comparison
According to the equity theory, an individual must be able to perceive a
relationship between the reward he or she receives and his or her performance.
The individual perceives a relationship based on a comparison of the input-
output ratio between himself or herself and someone else whom he or she
regards as an equal. Own Input-output : Input-output of comparable individual.

A worker’s comparison of his or her own situation with another comparable

worker’s situation leads to one of three conclusions: the worker is under-
rewarded, over-rewarded, or equitably rewarded.If individual perceive
themselves to be ubder-rewarded,they will try to restore the equality and will do
one of the following4:

 Reduce their inputs by means of lower performance

 Distort the ratios by asking for a raise
 Attempt to persuade the order individual to change their inputs and /or
rewards
 Leave the situation by tendering a resignation
 Find a new person to use in their comparison

Individual input Individual

outputs

Compare input/output ratio

with an equal individual

Perceive equality Perceive

inequality

Under-rewarded Over-rewarded

Change behavior Change behavior

Perceive equality Perceive equality

Goal Setting Theory
Edwin Locke proposed that setting specific goals will improve motivation.
Salient features of this theory are the following:

 Specific goal fixes the needs of resources and efforts.

 It increases performance.
 Difficult goals result higher performance than easy job.
 Better feedback of results leads to better to better performance than lack
of feed back.
 Participation of employees in goal has mixed result.
 Participation of setting goal, however, increases acceptance of goal and
involvements.
 Goal setting theory has identified two factors which influences the
performance. These are given below;
 Goal commitment
 Self efficiency
 Goal commitment: Goal setting theory presupposes that the individual is
committed to the goal. This commitment depends on the following:
 Goals are made public
 Individual has an internal locus of control
 Goals are self-set
 Self –Efficiency : Self Efficiency is the belief or self confidence, that
he/she is capable of performing task. Persons with high self-efficiency
put up extra-efforts when they face challenges. In the case of low self-
efficiency level they will lessen or even abandon when meeting
challenges.

SOURCE: http://www.performancemagazine.org/what-is-goal-setting-theory/
 REFERENCES
1. Basset-Jones, N. & Lloyd, G.C. 2005. Does Herzberg’s motivation theory
have staying power? Journal of Management
Development, 24(10): 929–943.

2. Griffen, R.W. 2011. Management: Principles and Practices. China: South-

Western Gengage Learning, p 365

3. Robbins, op. cit., p 231.

4. The discussion of this theory is based on (i) Greenberg, J. & Baron, R.A.
1993. Behavior in organizations: Understanding
and managing the human side of work. 4th edition. Boston: Allyn & Bacon, pp
140–141. (ii) Hackman, J.R. & Oldham, G.
1975. Development of the job diagnostic survey. Journal of Applied
Psychology. (April), pp 150–170.