Motivation Theories Flashcards
How can McClelland’s theory be summarised?
McClelland believed that employees have dominant needs.
To motivate employees, managers should identify these needs so that they can be motivated accordingly.
What are the three needs identified by McClelland?
Achievement
Affiliation
Power
Affiliation definition
Someone with a high degree of social needs and has the need to belong, be a part of a group and prefers collaboration over competition.
Characteristics of an employee who’s dominant need is achievement
Has a strong need to set and accomplish challenging goals
Takes calculated risks to accomplish their goals
Likes to receive regular feedback on their progress and achievements
Often likes to work on tasks where his/her results are based on their own efforts
Characteristics of an employee who’s dominant need is affiliation
Wants to belong to the group
Wants to be liked, and will often go along with whatever the rest of the group wants to do
Favours collaboration over competition
Doesn’t like high risk or uncertainty
Characteristics of an employee who’s dominant need is power
Wants to control and influence others
Likes to win arguments
Enjoys competition and winning
Enjoys status and recognition
Why will a manager be able to motivate their employees through identifying their most dominant need?
They will be able to praise and motivate them in a way that is unique to them and is not a ‘one size fits all’ approach.
How could a manager motivate an employee with a power need?
Let them manage small projects
Leadership and development programmes
How could a manager motivate an employee with affiliation needs?
Let them work with customers (as this is a social role)
Praise in private rather than in public
How could a manager motivate and employee with achievement needs?
Promotion opportunities
Competitions
What does McClelland’s theory assume which may not be correct for all employees?
It is assumed that traits always benefit the business, however this might not be the case.
Why might meeting one employee’s needs have a negative impact on the rest of the team?
Employees might be put in positions due to their motivation need but it might negatively affect the motivation of others.
What are Herzberg’s two factors? (With definitions)
Motivators = factors that directly motivate people to work harder
Hygiene = factors that can de-motivate if not present, but do not actually motivate employees to work harder
Examples of motivators
Responsibility at work
Meaningful, fulfilling work
Achievement and recognition
Examples of hygiene factors
Pay and other financial rewards
Working conditions
Appropriate supervision and policies
Possible Herzberg motivators
Job enrichment
Empowerment
Limitations of Herzberg’s two factor theory
Workers may consider factors in different ways (Eg, a shop assistant may regard pay as highly motivating)
Some people may be both motivated and demotivated by both factors (eg, the equipment)
It may be a challenge to enrich and empower low skill workers
What are Maslow’s hierarchy of needs?
Self-actualisation
Esteem
Social
Safety
Physiological
Why is Maslow’s hierarchy of needs presented as a pyramid?
The factors have to be considered in a particular order.
The higher needs cannot be considered if the lower ones have not been met.
Self-actualisation
Concerned with personal growth and the achievement of one’s full potential as a human being.
Examples of self-actualisation in business
Training (development programmes), special projects, freedom to innovate
Esteem
Humans seek the respect of others, some recognition for efforts as well as a degree of status
Examples of esteem in business
Praise, perks, bonuses, celebration
Social
Humans have a need for friendship and positive relationships with others
Examples of social in business
Socialising after work, sports, activities, staff room
Safety
Humans seek security, stability, and protection
Examples of safety in business
Swipe cards and codes, cameras, receptionist, health, bullying and discrimination discipline
Physiological
These include the need for shelter, water, and food.
Examples of physiological factors in business
Fair pay, snack bowl, free lunch, vending, fair number of hours.
Limitations of Maslow’s hierarchy of needs
Some employees may not require their higher order needs to be met in work
It would be a challenge for businesses to identify and meet the needs of every employee
Needs may not be hierarchal for some employees (eg, social needs may be as important as safety needs)
The three factors considered in Vroom’s expectancy theory
Expectancy, instrumentality, valence
Expectancy
Employees will firstly make decisions based upon what they expect will happen (ie, whether they believe they are able to fulfil a task)
Instrumentality
This is the belief that if you perform well that a valued outcome will be received.
Valence
This refers to the value that they place on the reward on offer
What does Vroom’s research suggest?
People have to believe that they are both able and will receive a reward that they desire.
How to calculate motivational force
Expectancy x instrumentality x valence
What is the manager’s role according to Vroom’s expectancy theory?
Managers must make sure that the reward is worth having and that promises are fulfilled (valence and instrumentality)
Managers must ensure resources to achieve are in place (expectancy)
Managers must make sure targets are achievable (expectancy)
Limitations of Vroom’s expectancy theory?
There is likely to be subjectivity issues with different managers when choosing the figures
It can be quite expensive because more expensive rewards will have more valence
It doesn’t work in all contexts because it can be difficult to give out bonuses (ie, to employees who are tasked with responsibilities, not measured by performance)
What did Drucker believe?
People are an asset and not a cost to be minimised
What concept is Drucker known for?
Management by objectives
This involves goals starting with senior management and filter down to the rest of the employees.
A lack of of goals can lead to a lack of job satisfaction
It is important that employee’s objectives align with business objectives so they work towards the same overall goal.
Drucker’s key suggestions
Decentralised and delayer as much as possible
Take an interest in your employees
Offer ongoing training to improve knowledge of workers
Ensure rewards are given and shared fairly
Communicate organisational objectives
Set goals with employees
What are the five principles that Locke suggested should be followed when setting goals?
Clarity
Challenge
Feedback
Commitment
Task complexity
Clarity
If goals are vague, employees will not have a clear idea of what is expected of them.
This can lead to incorrect outcomes and employees feeling stressed because they are not sure if they are performing the right tasks.
Specific goals lead to more effective performance and outcomes.
Challenge
Goals need to be challenging
Locke found that ‘do your best’ type of goals were not effective and were too vague anyway to be of use in motivating employees
Feedback
Feedback is essential so that progress can be gauged and if necessary the goal can be altered.
Encouragement, praise, constructive criticism and guidance are very important.
Commitment
Employees have to understand and agree to ‘have ownership’ of the goals if they are to motivate.
Task complexity
Employees must not feel ‘out of their depth’ in terms of what they are being asked to achieve.
They also need the resources necessary to achieve it.
This might be in terms of the time allowed to do it, an appropriate budget, or the ability to attend a training course.
The two most important conclusions of Locke’s theory are:
- Specific goals generate a much better level of performance than selling a non-specific goal.
- With the correct approach to goal setting, goals that are harder to achieve are positively connected to performance, an employee will be more motivated to achieve them.
Limitations of Locke’s theory
Employees may not work towards goals at the expense of other parts of their job
Setting targets along will not necessarily work - managers must facilitate the process of achieving them
Goal setting requires monitoring feedback - this is time consuming for the manager
Can be demotivating if employees don’t reach their goals
Summary of what Tom Peters believed
An organisation should try and gain a commitment to excellence from employees.
If employees are to be motivated, they need to be valued and empowered at all levels of the firm.
Ideas of those who had preceded Tom Peters that mirrored his suggestions
Acknowledging employee achievement and efforts and also giving praise (giving employees a sense of recognition)
Involving employees in decisions (which gives employees a sense of belonging and self-worth)
Encouraging participation (giving employees a sense of involvement and responsibility)
Trying to offer continuous employment (giving employees a sense of security)
