Understand The Theories Of Motivation

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Motivation is a state of mind, occupied with energy and enthusiasm, which initiatives a person to work in a positive way to achieve desired goals. Motivation is a power that pushes people to work with a high level of assurance and focus, even if things are going against them. Motivation interprets into a certain kind of human behavior.
There are different forces that guide and direct motivations. Employee motivation training will help HR professionals, team and organization leaders, and interested individuals understand the concept, theories, basic procedure and it is significant to confirm that every team member in an organization is motivated. Many psychologists have studied human behavior and have formal their findings in the form of several motivational theories. These motivational theories deliver insights into the way people behave and what motivates them. Motivation theory is a way of look at the motivation of a person and how this effects their behavior, whether for personal or professional reasons. It's significant to every aspect of society but is especially applicable to business and management. Motivation is ...
... the crucial to more profitable employees, as a motivated employee is more productive.
What are the Theories of Motivation?
Motivation is a vast field of study. Psychologists have planned many different theories of motivation. Some of the most famous motivational theories contain the following:
Maslow’s Theory of Hierarchical Needs: A person will be motivated when all his requirements are fulfilled. People do not work for security or money, but they work to contribute and to use their skills. The lowest level desires are basic needs and unless these lower-level needs are satisfied people do not look at working toward satisfying the upper-level needs.
The hierarchy of needs:
• Physiological needs are basic needs for survival such as air, sleep, food, water, clothing, sex, and shelter.
• Safety needs are Protection from threats, deprivation, and other dangers.
• Social needs are the needs for association, affiliation, friendship, and so on.
• Self-esteem needs are the need for respect and recognition.
• Self-actualization needs are the opportunity for personal development, learning, and creative or challenging work. Self-actualization is the highest-level need to which a human being can aspire.
The leader has to understand that at which level the team members are presently, and seek out to help them to satisfy those precise needs and thus work to help accomplish those desires. This will help the team members to perform improved and move ahead with the project. Also, as their requirements get fulfilled, the team members will start execution, till the time they start thinking of fulfilling the next upper level of necessity.
Hertzberg’s two-factor Theory: Hertzberg classified the wants into two wide categories; namely hygiene factors and motivating factors:
• poor hygiene factors may extinguish motivation but improving them under most circumstances will not improve team motivation.
• hygiene factors only are not enough to motivate people, but motivator factors are also essential.
McClelland’s Theory of Needs: We all have three motivating drivers, which do not depend on our gender or age. One of these drives will be leading in our behavior. The dominant drive depends on our life experiences.
• Achievement: A need to achieve and demonstrate own competence. People with a high need for accomplishment prefer tasks that deliver for personal responsibility and results based on their own efforts. They also choose fast acknowledgment of their growth.
• Affiliation: A need for love, belonging and social acceptance. People with a high need for affiliation are motivated by being liked and accepted by others. They incline to participate in social gatherings and may be uncomfortable with conflict.
• Power: A need for controlling work. People with a high need for power want situations in which they exercise power and influence over others. They seek for positions with status and authority and tend to be more concerned about their level of effect than about effective work performance.
Vroom’s Theory of Expectancy: An individual’s motivation is affected by their expectations about the future. In his view, an individual’s motivation is affected by:
• Expectancy: Here the trust is that improved effort will lead to improved performance. This is affected by things such as having the proper resources available, proper management skills to do the job, and having the essential support to get the job done.
• Instrumentality: Here the trust is that if perform well, then the outcome will be a valuable one for me. This is affected by things such as a clear understanding of the association between performance and outcomes. Trust in the people who will take the choices on who gets what outcome. Transparency in the procedure decides who gets what outcome.
• Valence: How much importance the individual places upon the expected outcome.
McGregor’s Theory X and Theory Y: Theory X: - Managers who take this theory believe that if you feel that team members dislike their work, have little motivation, essential to be watched every minute, and are unable of being accountable for their work, avoid responsibility and avoid work whenever probable, then are likely to use an authoritarian style of management. This method is very "hands-on" and generally contains micromanaging people's work to confirm that it gets done appropriately.
Theory Y: - Managers who take this theory believe that if people are willing to work without supervision, take pride in their work, see it as a challenge, and want to accomplish more, they can direct their own efforts, take ownership of their work and do it efficiently by themselves. These managers use a decentralized, participative management style.
Source:
https://corporateskillsdevelopment.wordpress.com/2022/08/29/understand-the-theories-of-motivation/