Advanced Motivation Theories
- While traditional motivation theories focus on financial incentives, advanced motivation theories explore psychological and social factors that influence workplace behavior.
These theories help managers tailor motivation strategies to different employees and workplace environments.
McClelland's Acquired Needs Theory
- David McClelland proposed that motivation is driven by three key needs:
- Achievement: Individuals are motivated by challenging tasks and seek feedback on thier performance.
- These people prefer tasks where success is 50% likely, neither too easy nor too hard.
- Affiliation: Seek social connections and teamwork.
- Power: This can be personal power (desire to control others, which is often viewed less desirably) or institutional power (the desire to organize and lead for organizational success).
- Achievement: Individuals are motivated by challenging tasks and seek feedback on thier performance.
Example
- A software developer motivated by achievement might enjoy working on complex projects that push their skills to the limit.
- On the other hand, a customer service representative motivated by affiliation might excel in roles that require building strong client relationships.
- A manager with a high need for institutional power might then thrive in leadership roles, driving team performance toward company goals.
Hint
- When applying McClelland's theory, consider assigning tasks that align with each employee's dominant need.
- For example, give high-achievers challenging projects, and place those with a need for affiliation in team-based roles.
Where It’s Commonly Used & Why
- Sales & Competitive Industries: Achievement-driven employees excel in high-performance environments.
- HR & Team-Oriented Roles: Affiliation-driven employees thrive in collaborative settings.
- Leadership & Management: Power-driven individuals seek executive roles
Deci and Ryan's Self-Determination Theory
- Edward Deci and Richard Ryan's self-determination theory is based on the assumption that people seek personal growth by mastering challenges and embracing new experiences.
- It argues that fulfilling three universal psychological needs is key to motivation and well-being.
- It focuses on three psychological needs:
- Autonomy: Control over one's actions and flexibility in how they work.
- Competence: Feeling capable and effective, receiving constructive feedback to improve.
- Relatedness: Connection and belonging with others.
Example
Spotify encourages autonomy by allowing teams to independently decide how they work, fostering innovation and accountability.
Common Mistake
- Avoid micromanaging employees, as it undermines autonomy.
- Instead, focus on empowering them to make decisions.
Where It’s Commonly Used & Why
- Creative Industries & Startups: Employees value autonomy in decision-making.
- Tech & Engineering Firms: Competence-driven employees excel in problem-solving roles.
- Team-Oriented Workplaces: Relatedness is crucial in collaborative environments.
Equity and Expectancy Theory
1. Equity Theory (John Adams)
- Employees are motivated when they perceive fairness in the workplace.
- They compare their inputs (effort, skills) and outputs (salary, recognition) to those of others.
Hint
- Common Inputs: Ability, dedication, experience, effort, time, personal sacrifice.
- Common Outputs: Salary, job security, recognition, promotions, benefits.
Common Mistake
- Don't confuse equity with equality.
- Remember, equity focuses on fairness, not identical rewards.
Where It’s Commonly Used & Why
- Corporate Workplaces: Salary fairness and transparent promotion systems matter.
- Retail & Hospitality: Ensuring equal treatment of staff improves morale.
- Performance-Based Jobs: Employees need to feel their rewards match their contributions.
Example
- If an employee discovers a colleague with similar responsibilities earns more, they may feel demotivated and reduce their effort.
- Conversely, if an employee perceives they are over-rewarded, they may increase effort to justify their higher compensation.
2. Expectancy Theory (Victor Vroom)
- This theory argues that motivation depends on three factors:
- Expectancy: Belief that effort will lead to success.
- Instrumentality: Confidence that success will be rewarded.
- Valence: Value placed on the reward.
Where It’s Commonly Used & Why
- Commission-Based Jobs: Employees work harder if they believe effort leads to sales and sales lead to bonuses.
- Corporate Performance Reviews: Career growth must be linked to measurable outcomes.
- Incentive Programs: Rewards must be meaningful to the employee.
Example
A salesperson will be motivated to meet targets if they believe their effort will lead to sales (expectancy), sales will result in a bonus (instrumentality), and the bonus is desirable (valence).
Hint
Ensure that rewards are clearly linked to performance and that employees understand how their efforts contribute to achieving goals.
Self review
- How would you apply McClelland's theory to motivate a team with diverse needs?
- What are the three components of Vroom's Expectancy Theory?
- How can a manager foster autonomy according to Deci and Ryan's Self-Determination Theory?
