Theories of Motivation

Motivation is a burning issue for employers. In economic terms; a motivated workforce means higher productivity. But in an attempt to answer the question: What motivates people? theorists have come up with very different, and often contradictory arguments. Look at four of the main theories which are outlined below:

(a)  Theory X
This theory is quite cynical in that it assumes that people are essentially lazy and will do everything in their power to avoid working. The X theorists maintain that some people are prepared to feign illnesses in order to get a few days off work. Others go to work but, once there, they manage to find excuses to do as little work as possible; they might take an extra long coffee break, find reasons to visit the bathroom or take an unnecessarily long time to do a simple task.

(b  Frederick Herzberg – Hygiene Motivation Theory
Herzberg claimed that people’s needs can be divided into two groups. The first of these are the “hygiene factors”, which include the company and its policies, interpersonal relations, working conditions and salary.  These do not increase motivation but must exist for people to be satisfied. The true motivating factors include recognition, work, responsibility and advancement.

(c)  Fred Luthans
Luthans is a believer in the “contingency approach” to motivation. Every working situation is different and so something that motivates workers in one situation might not necessarily work in a different one. In order to be successful, each company has to adapt the leadership style to suit specific workers doing a specific job. Whereas one group of workers will work well when they are involved in making group decisions, others do a better job when they are given tasks to do without having a say in the matter.

(d)  Victor Vroom
Vroom’s “expectancy theory” is similar to the contingency approach. Leadership styles should be tailored to suit each situation. Sometimes the boss of a company will make the decisions but on other occasions it will be appropriate for the workers to decide. Individuals are rewarded according to their different needs and expectations. While one worker might appreciate a pay rise, another might prefer promotion.

It is clear that the issue of motivation is confusing. This should not surprise us. Human beings are complex creatures. Our minds cannot be neatly categorised in any scientific way. What motivates one worker might not motivate another. Consequently, it is no easy task for employers to put motivation theory into practice.