The motivational theories aim to understand what encourages someone to strive toward a specific goal. Management experts apply incentive theories and techniques to boost output, earnings, employee happiness, and staff retention rates. In this case study, multiple motivational theories are to be analyzed, and a new approach is to be derived based on the peculiarities of the well-known ideas.
Strongest motivational theories/techniques
Herzberg’s Motivation-Hygiene (Two-Factor) Theory
Herzberg essentially proposed that two types of factors influence motivation.
According to his hypothesis, if extrinsic (hygiene) elements were not adequately controlled, they may diminish motivation while intrinsic (motivational) aspects could boost it (Herzberg, 1969). The efficacy of this idea resides in its emphasis on improving working conditions. Assisting and praising staff, assuring a fair wage, and modifying corporate rules are the main principles of the approach.
Social exchange theory
The idea of reciprocity is the foundation of this philosophy. Social exchange theory, which dates back to Gouldner in 1960, indicates that this is a component of a human desire for social interaction and group affiliation (Wietrak et al., 2021). When the management creates a sense of reciprocity, this theory has shown to be effective. Employees are driven to assist colleagues because they feel like they belong to the organizational community and want to uphold the organization’s standards and values.
Deci & Ryan’s Self-Determination Theory
According to their idea, all people have three core needs: autonomy, competence, and relatedness. This paradigm combines internal stimulus with external rewards, enhancing worker motivation. It is the manager’s responsibility to increase employees’ performance through recognition. Employees who believe they can perform meaningful work that enables them to be a part of something are more likely to be self-motivated.
Weakest motivational theories/techniques
Extrinsic motivation
Extrinsic motivation is an incentive to engage in an activity based on achieving an external objective. Extrinsic motivation has some severe drawbacks, such as its’ non-lasting effect. Namely, the incentive vanishes after the punishment or reward is removed. Another critical aspect revealing its’ low effectiveness is that motivation gradually decreases if punishment or incentives remain constant. Lastly, it undermines employees’ inner drive. Rewarding or punishing them for any work done removes their intrinsic urge to carry it out independently.
Maslow’s Hierarchy of Needs
Maslow’s hypothesis has long dominated the public understanding of the psychology of human motivation, although it now seems outdated. Basic physiological demands come first in the hierarchy. Physiological necessities are followed by safety, love, esteem, and self-actualization in the upper levels. Cash bonuses are the main emphasis of Maslow’s ranking as a reward for successful performance. According to the hierarchy of needs, money is a more fundamental need than enthusiasm or aim. Thus, one may ignore the following aspect in favor of the earlier one. Additionally, managers occasionally attempt threats and pressure to satisfy a fundamental need for safety and security in Maslow’s hierarchy to entice employees.
Incentive theory
Unfortunately, because the incentive theory depends primarily on the reward system, incentives must always be available. Furthermore, not every team member may be interested in certain rewards. For instance, if one implements this approach in a company and chooses bonuses that appeal to just a small number of employees, the others will have little to no incentive to improve the quality of their work.
Theory design
My theory consists of four main aspects to increase employees’ motivation. These components include a variety of skills, clear tasking, autonomy, and feedback. Variety of skills refers to an increase in workers’ motivation if the staff members use several different skills in their duties, rather than consistently relying on a single specific competence. Clear tasking refers to employees being more motivated if they identify with their duties and complete them from beginning to end. Autonomy refers to the Self-Determination theory, meaning that most workers lose motivation if they believe they are micromanaged or lack independence (Deci & Ryan, 1985). Feedback corresponds to the social exchange theory. A company requires feedback to sustain employee motivation over time (Wietrak et al., 2021). Throughout each employee’s stay, managers must offer feedback on performance, fostering a conducive setting for social interaction.
References
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum Press.
Herzberg, F. (1969). Work and the Nature of Man (3rd Printing ed.). Thomas Y. Crowell Co.
Wietrak, E., Rousseau, D. and Barends, E. (2021) Work motivation: an evidence review. Scientific summary. London: Chartered Institute of Personnel and Development.