THEORIES OF MOTIVATION

CLASSIFICATIONS OF MOTIVATION THEORIES

 Content Theories – focuses on analyzing the wants and need of an individual.
a. Hierarchy of Needs Theory of Abraham Maslow
b. ERG Theory of Clayton Alderfer
c. Acquired Needs Theory of David L. McClelland
d. Two-factor Theory of Frederick Herzberg
 Process Theories – explains how people act in response to the wants and
needs that they have.
a. Expectancy Theory of Victor Vroom
b. Equity Theory of J. Stacey Adams
c. Goal Setting Theory of Edwin A. Locke
CONTENT THEORIES
1. Hierarchy of Needs Theory of Abraham Maslow
Abraham Maslow proposed that human beings possess a hierarchy of five
needs and such need should be substantially satisfied for the next need to be
dominant.
The following are the five needs according to Maslow:
a. Physiological needs – food, sleep, water, shelter, and other bodily needs.
b. Safety Needs – security and protection from personal and emotional harm.
c. Social Needs – include affection, belongingness, acceptance, friendship,
intimacy, and connections
d. Esteem Needs – include respect, status, recognition, strength, and
attention.
e. Self-actualization – meeting one’s full potential in life which includes
growth and self-fulfillment.

2. ERG Theory of Clayton Alderfer

Clayton Alderfer believed that in motivating people, we are confronted by

three sets of needs; the ERG: existence (E), relatedness (R), and growth (G).
a. Existence – refers to factors such as food, air, water, pay, and working
conditions
b. Relatedness – refers to meaningful social and interpersonal relationships
c. Growth – refers to the needs satisfied by an individual making creative and
productive contribution

3. Acquire Needs Theory

This theory was developed as a result of a research conducted by David
McClelland and his associates. They found out in this study that managers
are motivated by these three fundamental needs.
 a. Need for achievement – refers to the desire to do something better or
more efficiently, to solve problems, or to master complex tasks
b. Need for affiliation - refers to the desire to establish and maintain friendly
and warm relations to others
c. Need for power - refers to the desire to control others, to influence their
behavior, or to be responsible to others
4. Two-factor Theory of Frederick Herzberg
Frederick Herzberg developed this theory that identifies job context as a
source of dissatisfaction and job content as the source of satisfaction.

Job context relates more to the environment in which people work, this is
called as hygiene factors.
● organization policies
● quality of supervision
● working conditions
● base wage or salary
● relationship with peers
● relationship with subordinates
● status
● security

Job content related to what people actually do in their work, this is called as
motivator factors.
 achievement
 recognition
 work
 responsibility
 advancement
 growth

PROCESS THEORIES

1. Expectancy Theory of Victor Vroom

This theory sees people as choosing a course of action according to what

they anticipate will give them the greatest reward.

a. Valence – how much one wants a reward. Answers the question, “Are
the rewards desirable?”
b. Expectancy – estimates the probability that the effort will result in
successful performance. Answers the question, “Can I hit the target if I
work hard?”
c. Instrumentality – estimates that performance will result in receiving the
reward. Answers the question, “Will hitting my targets lead to rewards?”
 Example:
If employee wants more money (valence), he believes that if he exerts much
effort, he will be successful in giving good performance (expectancy). He
believes that more money (pay increase) will follow a very good performance
(instrumentality).
2. Equity Theory

This theory proposed that individuals compare job inputs and outcomes with
those of others and then respond to eliminate inequities. This theory asserts
that people compare rewards they get against other co-worker in similar working
conditions. They desire to be treated fairly. Inequity leads to the experience of
tension, and tension motivates a person to act in a manner to resolve inequity.

EQUATION:

PERFORMANCE = REWARDS (inputs and outputs)

3. Goal Setting Theory of Edwin A. Locke

This theory proposed that specific and difficult goals, with the help of
feedbacking, leads to higher or improved performance. It is based on the
premise behavior that is regulated by values and goals. Edwin Locke and his
associates developed a framework linking goals to performance. The
following are the 5 principles in this theory:
a. Clarity – goals should be clear and specific. Specific goals lead to a
higher performance than generalized goals.
b. Challenge – goals should be challenging enough to be motivating.
Performance is relative to the increase in direct proportion to goal
difficulty. Difficult goals are regarded as a challenge to the ability of the
person, so, this pushes the employee to perform the task well.
c. Commitment – to improve the performance, the goal should be
accepted well by the employees. It is understandable that when goals
are whole-heartedly accepted, there is a will coming from the
employees to achieve it.
d. Feedback – goals are more effective when they are used to evaluate
the performance. This is true especially if it entails rewards.
e. Complexity – Goals must be achievable and linked to the feedback.
When employees received feedback, it will give them a sense of
direction and serves as tracking to their progress, whether they are
improving or declining. Such knowledge of keeping in track in your
progress is important in maintaining the right motivation to work.
REFERENCES:
Medina, R. G. (2011). Human Behavior in Organization. Rex Bookstore

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