Anglia Ruskin University

Faculty of Science and Engineering

MSc Project Management

Module Name: Management Practice

Module Code: MOD003187

Trimester: 2

Module Tutor: Diego Navarra

010 Element Written Assignment.

Student Name: Mohamed Mosaad Elsaid Gouda

Student ID number: 2265389

Word Count: 1220

(Excluding Cover, Table of Contents, and References)

Date of submission: 20-April-2023

 Table of Contents

Table of Contents............................................................................................................................... 2
1. Introduction. ................................................................................................................................ 3
2. Analysis......................................................................................................................................... 3
2.1. Content (Exogenous) Theories: ....................................................................................... 4
2.1.1. Herzberg's Motivation Theory .................................................................................. 4
A. Sample Case Study ................................................................................................... 4
B. In My Workplace ...................................................................................................... 4
C. Guidelines ................................................................................................................. 5
2.1.2. McClelland's Need Theory ....................................................................................... 5
A. Sample Case Study ................................................................................................... 5
B. In My Workplace ...................................................................................................... 6
C. Guidelines ................................................................................................................. 6
2.2. Processes (Endogenous) Theories: .................................................................................. 7
2.2.1. Adam’s Equity Theory.............................................................................................. 7
A. Sample Case Study ................................................................................................... 7
B. In My Workplace ...................................................................................................... 7
C. Guidelines ................................................................................................................. 8
.3 Conclusion. ................................................................................................................................... 8
References ........................................................................................................................................ 10

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 1. Introduction.

Are the classic motivation theories still applicable? , What is the relationship between it

and practical performance management? , And how can be translated into practical

management guidelines?

The relationship between theories of motivation and practice is not straightforward, and

turning a theory into effective action in a given situation may require a lot of tweaking

and adjusting.

This essay will shed light on these issues and will try to give answers to these

questions.

I'll focus on 3 theories, Herzberg's Motivation, McClelland's Need, and Adam’s

Equity theories, firstly I'll briefly review one practical case study and its findings, and

then I present my experience in the workplace in project management field, for each

theory to answer these questions, then finally extract the management guidelines each

theory can provide.

2. Analysis.

The theories of motivation are categorized in various ways, I have chosen to classify

them as either dealing with Content (Exogenous) or Processes (Endogenous)

theories. (Katzell, 1990)

I have selected 3 theories for study a practical case study along with my experience for

each.

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 2.1. Content (Exogenous) Theories:

2.1.1. Herzberg's Motivation Theory

Two factors affect work satisfaction and performance. Intrinsic "Motivators" for self-

growth and self-actualization, and extrinsic "Hygiene" for the work environment.

Motivators improve work performance and hygienic aspects to avoid job dissatisfaction.

(Herzberg, 1959)

A. Sample Case Study

The study by Bassett-Jones and Lloyd (2005) applied to a sample of employees in 32

large UK associations and 3,209 questionnaire responses to examine the theory's

applicability to today's organizational context and investigates what motivates

employees to give ideas in the context of work.

Findings: Intrinsic drives like overcoming dissatisfaction and contributing to

organizational success trumped financial incentives and recognition. Poor managerial

relationships also discouraged employee ideation, according to the study.

Therefore, the practical results support Herzberg's theory that motivators are internally

generated drives, not externally stimulated incentives, although the numbers involved

are significantly less than those who are motivated by a desire to overcome frustration

and contribute to organizational success. (Bassett‐Jones, 2005)

B. In My Workplace

In project management field, project managers who consider both motivators and

hygiene factors and provide motivators such as challenging tasks, clear goals, and

recognition to their team members, and avoid or minimize hygiene factors such as

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 unclear roles, and conflicts. This in turn improves its teams and projects’ overall

performance.

This is consistent with the theory and research by Bernhard Schmid titled “Motivation in

Project Management” (Schmid, 2008)

C. Guidelines

Theory can provide guidelines for organizational management by focusing on

creating a work environment that supports intrinsic motivation, such as by allowing

employees to cooperate to define problems and overcome frustrations. Moreover,

enhancing effective management and leadership boost motivation and engagement.

2.1.2. McClelland's Need Theory

Employees are motivated when their (needs) for power, affiliation, and achievement

are activated. The work environment offers external factors (rewards) that promise

need-fulfillment. When external factors (rewards) interact with internal factors (needs),

work motivation is observed. (Mcclelland, 1961)

A. Sample Case Study

The study by Robert Rybnicek validates the theory using neuroscientific methods. It

examines the effects of heterogeneous rewards and how closely matching rewards to

an employee's need can enhance the rewarding effects.

Findings: Rewards that closely match an employee's needs are more effective in

motivating them, and also non-monetary rewards, such as a respectful leader or a

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 prestigious company car, can be equally effective in motivating employees as higher

income or financial bonuses. This is matched with McClelland's theory.

However, each reward specifically engages brain areas not affected by other reward

types, contradicting the theory that heterogeneous rewards may have identical gratifying

effects. (Rybnicek, 2019)

B. In My Workplace

In project management field, while managers take into account the team members'

varied needs and provide them with tools, training, and support they require while also

making sure that everyone on the team is engaged in work that meets his individual

motivations for achievement, affiliation, and power, the overall the project performance

improve as a result, and vice versa.

This is aligned with the theory and the PMI’s article by Tonya M. Peterson titled “How to

Increase Project Team Performance” (Peterson, 2007)

C. Guidelines

Theory can provide guidelines for organizational management, for example,

organizations should implement need-tailored reward systems for their employees and

should consider incorporating non-monetary rewards into their reward systems.

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 2.2. Processes (Endogenous) Theories:

2.2.1. Adam’s Equity Theory

Employees are motivated by the perceived fairness of their inputs like effort, skills, and

experience, and outcomes like pay, benefits, and recognition, in relation to their

referent groups, which reflects on their work satisfaction and performance. (Adams,

1963)

A. Sample Case Study

The study by Abdelghafour Al-Zawahreh examines the theory. It focuses on regard to

pay and its effect on other outcome variables such as job satisfaction, motivation, and

work performance.

Findings: Pay is a major factor in perceived equity, and attention needs to be given to

this concept to motivate employees and improve their productivity. This is aligned with

theory propositions.

However, while underpayment did the result in lower performance, the results of

overpayment research were inconsistent. Furthermore, the theory was unable to predict

which specific behavior would be observed in response to unfairness.

Overall, while equity theory has strong theoretical propositions, the practical results

were not always consistent with these propositions. (Abdelghafour Al-Zawahreh, 2012)

B. In My Workplace

In project management field, project manager who recognize potential sources of

inequality and take actions to resolve them, such as by providing equitable

compensation, chances for professional growth, and ensuring that all team members

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 have equal access to resources and assistance. Furthermore, by identifying possible

sources of conflict and making efforts to resolve them, they can boost employee

motivation, which can eventually lead to better its projects’ performance.

This is consistent with the theory, and the study by Bernhard Schmid titled “Motivation in

Project Management” (Schmid, 2008)

C. Guidelines

Theory can provide guidelines for organizational management, for example,

organizations should strive to create a fair and equitable work environment, especially

with regard to pay, promotions, and recognition. Managers should be aware of the

benefits of behaving toward subordinates in a manner perceived as fair, as this can

affect the level of loyalty behavior and work performance.

3. Conclusion.

Although most of the early theories of work motivation have been established a long

time ago, they are still valid and applicable in their entirety; however, you may find it

difficult or not straightforward to apply some of their principles in some circumstances

that pertain to the nature of organizations or employees; as a result, each theory can

provide management guidelines to organizations that may be compatible and

appropriate to some or not.

However, in general, these theories can provide broad recommendations and guidelines

that are applicable to all organizations in most situations, like what are Herzberg's

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 Motivation, McClelland's Need, and Adam’s Equity theories provide, such as the

following:

 Putting in place measures to encourage employees to be motivated by internal

factors.

 Improving the importance of strong leadership and management.

 Adapting incentive programmes to the specific requirements of their workforce.

 Increasing the variety of ways in which employees are rewarded.

 Developing a workplace where everyone is treated fairly, including in terms of

compensation, advancement opportunities, and acknowledgement.

 Managers should be aware of the positive effects of acting fairly towards their

employees.

Word Count: 1220

(Excluding Cover, Table of Contents, and References)

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 References

Abdelghafour Al-Zawahreh, F. A.-M., 2012. The Utility of Equity Theory in Enhancing

Organizational Effectiveness. European Journal of Economics, Finance and Administrative Sciences,
03.Issue 46.
Adams, J., 1963. Toward an understanding of equity. Journal of Abnormal and Social Psychology,
67(5), pp. 422-436.
Bassett‐Jones, N. a. L. G., 2005. Does Herzberg's motivation theory have staying power?. Journal of
Management Development, 1 Dec, 24(10), pp. 929-943.
Herzberg, F. M. B. S. B., 1959. The Motivation to Work. John Wiley and Sons, New York.
Katzell, R. A. a. T. D. E., 1990. Work motivation: Theory and practice. American Psychologist,
45(2).
Mcclelland, C., 1961. The achieving story. In: S. Robbins, ed. Organizational Behavior. s.l.:Prentice-
Hall.
Peterson, T. M., 2007. Motivation : How to Increase Project Team Performance. Project
Management Journal, December, 38(4), pp. 60-69.
Rybnicek, R. a. B. S. a. G. A., 2019. How individual needs influence motivation effects: a
neuroscientific study on McClelland's need theory. Review of Managerial Science, 01 Apr, 13(1863-
6691), pp. 443-482.
Schmid, B., 2008. Motivation in project management: The project manager's perspective. Project
management journal, 39(2), pp. 60-71.

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