1

Important theories that affect human motivation

Submitted by

Student No. 286177

BUS 5113 Organizational Theory and Behavior - AY2022-T2

Instructor: Dr. Samirah Merritt

University of the People

 2

Important theories that affect human motivation

Employee behaviors with motivation significantly influence the organizational behavior

and affect the productivity. This paper will discuss three important theories that effect human

motivation and explain how they have increased our understanding of motivation in the

contemporary work setting.

Maslow’s Hierarchy of Needs

Maslow's hierarchy of needs is a theory by Abraham Maslow which states five

hierarchical levels of human needs within a pyramid. The lowest levels of the pyramid are made

up of the most basic needs such as food, water, sleep and warmth, while the most complex needs

are at the top of the pyramid (Cherry, 2021).

From the bottom to upward, these motivational categories of needs are: physiological

needs (air, food, drink, shelter, warmth, sex, sleep, etc.), safety needs ( protection from elements,

security, order, law, stability, freedom from fear, etc.), love and belongingness needs (friendship,

intimacy, trust, and acceptance, receiving and giving affection and love, etc.), esteem needs

(dignity, achievement, mastery, independence, status, prestige, etc.) and self-actualization needs

(realizing personal potential, self-fulfillment, seeking personal growth and peak experiences,

etc.).

This five-stage model can be divided into deficiency needs (D-needs) and growth or

being needs (B-needs). The first four levels are often referred to as D-needs which arise due to

deprivation and are said to motivate people when they are unmet whilst the top level is known as

B-needs (McLeod, 2020).

 3

McGregor’s Theory X and Theory Y

Two contrasting theories called as Theory X and Theory Y developed by a social

psychologist Douglas McGregor explain how managers' beliefs about what motivates their

people can affect their management style (Theory X and Theory Y, n.d.).

Theory X - Managements tend to view their people with a negative view, and assume that they

are naturally unmotivated and dislike work. As a result, they think that team members need to be

prompted, rewarded or punished constantly to make sure that they complete their tasks. This

style of management assumes that workers:

 Dislike their work,

 Avoid responsibility and need constant direction.

 Have to be controlled, forced and threatened to deliver work.

 Need to be supervised at every step.

 Have no incentive to work or ambition, and therefore need to be enticed by rewards to

achieve goals.

Theory Y - Managements have an optimistic, positive opinion of their people. Using a

decentralized, participative management style, this theory encourages a more collaborative, trust-

based relationship between managers and their team members. Unlike in Theory X

organizations, people have greater responsibility, and managers encourage them to develop their

skills and suggest improvements. This style of management assumes that workers are happy to

work on their own initiative, more involved in decision making, self-motivated to complete their

tasks and so on.

 4

Adams’ Equity Theory

John Stacey Adams' Equity Theory is a fair balance between an employee's inputs and an

employee's outputs (Adams’ Equity Theory, n.d.). Inputs typically include effort, loyalty, hard

work, commitment, skill and ability etc. Outputs typically include financial rewards (such as

salary, benefits, perks) and Intangibles (recognition, reputation, responsibility, sense of

achievement). On the other hand, it can be said the theory is based on the following assumptions:

 Individuals inputs efforts for contributions for which they expect certain outcomes of

rewards or recognition.

 An individual compares his input and outcomes with those of others and try to rectify the

inequality.

Thus, Adam’s equity theory shows that an individual’s level of motivation depends on the

extent he or she feels being treated fairly, in terms of rewards, in comparison to others.

According to the theory, finding this fair balance ensures a strong and productive relationship to

be achieved with the employee, with the overall result being contented, motivated employees.

According to my own personal, the best theory would be the last one, Adam’s equity

theory which can be practically applied to my current organization. There is a lack of reward

system for everyone who would like to put their efforts for the organization’s success because

management is responsible for a large amount of staff. The leaders of every department need to

balance individual inputs with at least an intangible recognition even if some financial rewards

cannot be made. Finding the fair balance between our staff’s inputs and outputs we can provide

will surely make the positive workplace behavior and increase the productivity
 5

References
Cherry, K. (2021, March 19). The 5 Levels of Maslow's Hierarchy of Needs. Retrieved November 28, 2021,
from verywellmind: https://www.verywellmind.com/what-is-maslows-hierarchy-of-needs-
4136760

McLeod, S. (2020, December 29). Maslow's Hierarchy of Needs. Retrieved November 28, 2021, from
Simply Psychology: https://www.simplypsychology.org/maslow.html

Adam’s Equity Theory. (n.d.). Retrieved November 29, 2021, from Business Jargons:
https://businessjargons.com/adams-equity-theory.html

Adams’ Equity Theory. (n.d.). Retrieved November 29, 2021, from Mind Tools:
https://www.mindtools.com/pages/article/newLDR_96.htm

Theory X and Theory Y. (n.d.). Retrieved November 28, 2021, from Mindtools:
https://www.mindtools.com/pages/article/newLDR_74.htm