Understanding Motivation: Key Theories and Concepts

Posted on Mar 14, 2025 in Industrial Organization

Defining Motivation

Motivation is the result of the interaction between the individual and the situation. It encompasses:

  • Intensity: How hard a person tries.
  • Persistence: How long a person can maintain the effort.
  • Direction: Effort that is channeled toward organizational goals.

Early Theories of Motivation

Maslow’s Hierarchy of Needs Theory

Maslow hypothesized that every human being has a hierarchy of five needs:

  1. Physiological
  2. Safety
  3. Social
  4. Esteem
  5. Self-actualization

Needs 1 and 2 are considered lower-order needs (satisfied externally), while 3, 4, and 5 are higher-order needs (satisfied internally). An individual can be motivated by different needs simultaneously. As each need is substantially satisfied, the next one becomes dominant.

McGregor’s Theory X and Theory Y

Managers tend to mold their behavior toward employees according to certain assumptions:

Theory X Assumptions

Theory X assumes that lower-order needs dominate individuals. These assumptions are basically negative:

  • People dislike working and will avoid it as much as possible.
  • They must be controlled and threatened with punishment to get work done.
  • Employees will avoid responsibilities.

Theory Y Assumptions

Theory Y assumes that higher-order needs dominate individuals. These assumptions are basically positive and considered more valid than Theory X assumptions:

  • People find satisfaction in doing their job and are motivated by their work.
  • The average person can learn to accept, and even seek, responsibility.

There is no definitive evidence proving either set of assumptions entirely valid.

Herzberg’s Two-Factor Theory

Also called the motivation-hygiene theory (1965). Herzberg investigated what people want from their jobs, asking people to describe situations in which they felt good or bad at work. He focused on job satisfaction, not productivity.

  • Intrinsic Factors: Such as recognition, responsibility, and achievement. People who were satisfied with their jobs mentioned these factors.
  • Extrinsic Factors: Such as supervision, pay, and company policies. Dissatisfied people mentioned these factors.

Job satisfaction factors are separate and distinct from job dissatisfaction factors. When hygiene factors are adequate, people will not be dissatisfied, but they will not necessarily be satisfied either. To motivate people, emphasize factors associated with the work itself.

McClelland’s Theory of Needs (1961)

This theory focuses on three needs:

  • Need for Achievement (nAch): The drive to excel, to achieve in relation to a set of standards, and to strive to succeed.
  • Need for Power (nPow): The need to make others behave in a way they would not have behaved otherwise.
  • Need for Affiliation (nAff): The desire for friendly and close interpersonal relationships.

Conclusion

  • Individuals with a high need for achievement prefer job situations with personal responsibility, feedback, and an intermediate degree of risk.
  • A high need for achievement does not necessarily lead to being a good manager, especially in large organizations. High achievers are often more interested in their personal performance than in influencing others.
  • The needs for affiliation and power tend to be closely related to managerial success. The best managers are often high in their need for power and low in their need for affiliation.