Theories of motivation

Shafa Alasgarova
 Theories of Motivation
 Maslow’s Hierarchy of Needs Theory (1943)

 Herzberg’s Hygiene/Motivation Theory (1959)

 Vroom’s Expectancy Theory (1964)

 McClelland's Needs Based Theory (1960´s)

 Locke’s Goal setting theory (1968)

 Dan Pink´s Drive (2011)

Reward management, 5RMT
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 Self
Maslow’s Hierarchy of Needs actuali
sation
(the
need
to
 develo
p
and /
or
Self esteem
achiev
e
(the need for recognition and
one’s
Respect)
goals)

Social
(the need to feel part of a group)

Safety/security
(the need to feel secure)

Basic physiologicalthe
(need to eat and drink)

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 Herzberg Two Factor Theory


Reward management, 5RMT

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 Vroom´s Expectancy theory
 Expectations – an individual’s motivation is based on strength of expectation, which in turn is
based on past experience, perceived value of reward of getting it
 and likelihood
 Motivation is based on outcomes rather than personal need:

Effort Performance Reward

(Expectancy) (Instrumentality) (Valence)

• The employee • The employee • The employee

believes that believes that rewards the
effort will acceptable reward.
result in performance
acceptable will produce
performance the desired
reward.

Reward management, 5RMT The theory works on perceptions of people

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McClelland’s Needs Based Theory (3As)
 Need for Achievement
 prefer working on tasks of moderate difficulty, prefer work in which the results are based on their effort
rather than on anything else, and prefer to receive feedback on their work; motivated by accomplishment in
the workplace and an employment hierarchy with promotional positions.

 Need for Affiliation

 Conflict averse, prefer to spend time creating and maintaining social relationships, enjoy being a part of
groups, and have a desire to feel loved and accepted. People in this group tend to adhere to the norms of the
culture in that workplace and typically do not change the norms of the workplace for fear of rejection. This
person favors collaboration over competition and does not like situations with high risk or high uncertainty.

 Need for Authority

 Power, desire to influence, teach, or encourage others. People in this category enjoy work
and place a high value on discipline. A person motivated by this need enjoys status
recognition, winning arguments, competition, and influencing others, need for personal
prestige, and a constant need for a better personal status

Reward management, 5RMT

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 McClelland’s Needs Based Theory
Characteristics
Dominant motivator Characteristics of this person
Achievement • Has a strong need to set and accomplish challenging goals.
(„nAch”) • Takes calculated risks to accomplish their goals.
• Likes to receive regular feedback on their progress and
achievements.
• Often likes to work alone.
Affiliation • Wants to belong to the group.
(„nAff”) • Wants to be liked, and will often go along with whatever
the rest of the group wants to do.
• Favors collaboration over competition.
• Doesn't like high risk or uncertainty
Power • Wants to control and influence others.
(„nPow”) • Likes to win arguments.
• Enjoys competition and winning.
• Enjoys status and recognition.

Reward management, 5RMT

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McClelland’s Needs Based Theory
Risks
Dominant motivator Risks, if in a management position
Achievement • May put less/not enough emphasize on managing people
(„nAch”) • Likes getting work done by himself/herself: - Difficulties in
delegating authority
• Micromanagement, expects everyone to be as dedicated to
work as (s)he is
• Expecting subordinates following his/her methods
Affiliation • May focus too much on how (s)he is perceived by others
(„nAff”) • May have difficulties in some managerial tasks (providing
negative feedback, managing poor performance)
Power • May have difficulties in achieving results with his/her team
(„nPow”) because of focusing on power games
• The best managers have a high „nPOW”

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 Goal setting theory - Locke and Latham's Five Principles

 Motivation and performance are higher when individuals are set specific goals when the goals are
difficult but accepted and where there is feedback on performance
 Locke and Latham state there are five goal setting principles that can improve our chances of
success:
 clarity
 challenge
 commitment
 feedback
 task complexity

Reward management, 5RMT

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Motivation


https://www.youtube.com/watch?v=u6XAPnuFjJc
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 Why motivation matters
27% of staff use their natural talents at work
Top people would take a 28% pay cut for their ideal job
WHY
MOTIVATION
Extra mile ?? Extra output

Drivers
Culture
Performance OUTPUT
Values
Behaviours

KPIs KPIs
WHAT, HOW Results
results
WHY Engagement
Reward management, 5RMT
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