Discuss the Early Theories of Motivation
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This study assesses the early theories of motivation and how they impact employee effectiveness and organizational performance. Motivation theories refer to how a manager can learn and understand what his employees want in order to achieve his objectives. Key questions to answer are; what are the early theories of motivation and how do they influence organizational performance?
The early and contemporary theories of motivation are essentially the theories that influence human motivation.
Motivation is defined as a technique utilized by a manager of an organization to influence employees’ actions in a desired way. Therefore, motivation is all about achieving an organization’s main goals by sustaining their employee’s needs. Motivation brings about high employee retention, and overall improved health and well-being of the workers, it develops competencies among others. Also, employee motivation impacts organizational performance through increased productivity, high-quality output, boosted performance, etc.
It is worth noting that these theories can help an organization’s management determine the best way to achieve a business goal or work toward a desired outcome. There exists a number of these theories of motivation namely; Herzberg’s Two-Factor theory of motivation, Maslow’s Hierarchy of Needs, McClelland’s Three Needs Theory, and Taylor’s motivation theory among others which are to be explained and exhausted in the following sections of this study as well as their impact on organizational performance.
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Discuss the Early Theories of Motivation a Case Study
Key Learning Outcomes
By the end of the case, students should be able to:
- Understand the concept of motivation theory and how it can help a company to achieve its goal or work toward a desired outcome
- Understand the various early motivational theories
- Apply these theories to real company cases
1.0 INTRODUCTION
Motivation is defined as the psychological trait which incites a person to work more in order to attain the desired goal. Simply put, motivation gives reason for the action, purpose, or direction of a certain behavior. It is also the driving force behind human behavior. It is what makes us act, think, and feel in certain ways. Motivation can be influenced by internal factors, such as needs, desires, and goals, or external factors, such as rewards, punishments, and social expectations. This study assesses the early motivational theories and how they impact employee effectiveness and organizational performance. Key questions tackled are; what are the early theories of motivation and how do they influence organizational performance?
One of the earliest and most influential theories of motivation was Maslow’s Hierarchy of Needs proposed by Abraham Maslow in 1943.
Under this theory, Maslow was of the view that human motivation is based on their hierarchy of needs, ranging from the most basic physiological needs (such as food, water, and shelter) to the highest psychological needs (such as self-realization and self-prominence). In accordance with Maslow, human beings are inspired to fulfill their minor needs before they can pursue their complex needs. For instance, a starving person will not be interested in learning a new skill not until they have gotten something to eat for survival.
Another early theory of motivation is Herzberg’s two-Factor theory of motivation which was developed by Frederick Herzberg in 1959.
According to Herzberg, he proposed that there are two types of factors that affect motivation namely hygiene factors and motivators. Hygiene factors are those aspects of work that can cause discontent if they are not there or insufficient, such as salary and proper working conditions. On the other hand, Motivators are those aspects of work that can cause satisfaction whether they are present or enhanced, that is to say recognition. According to Herzberg, hygiene factors are necessary but not sufficient for motivation, while motivators are the true sources of motivation that can lead to higher performance and satisfaction.
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