MOTIVATION

Motivation is the desire to act in service of a goal. It is the crucial

element in setting and attaining our objectives.

Motivation is one of the driving forces behind human behaviour.

It fuels competition and sparks social connection. Its absence can
lead to mental illnesses such as depression. Motivation
encompasses the desire to continue striving toward meaning,
purpose, and a life worth living.

Where does motivation come from?

Motivation can stem from a variety of sources. People may be
motivated by external incentives, such as the motivation to work
for compensation, or internal enjoyment, such as the motivation
to create artwork in one’s spare time. Other sources of motivation
include curiosity, autonomy, validation of one’s identity and
beliefs, creating a positive self-image, and the desire to avoid
potential losses.

What is intrinsic motivation?

Intrinsic motivation is a drive that comes purely from within; it’s
not due to any anticipated reward, deadline, or outside pressure.
For example, people who are intrinsically motivated to run do so
because they love the feeling of running itself, and it's an
important part of their identity. Extrinsic motivation can increase
motivation in the short term, but over time it can wear down or
even backfire. By contrast, intrinsic motivation is powerful
because it is integrated into identity and serves as a continuous
source of motivation.

What is extrinsic motivation?

Extrinsic motivation is any reason someone does work other than
the joy of doing the work itself. Anything promised for
completing the task or received because of completing the task
are extrinsic motivators. An extrinsic motivator needs three
elements to be successful, according to research by psychologist
Victor Vroom: expectancy (believing that increased effort will
lead to increased performance), instrumentality (believing that a
better performance will be noticed and rewarded), and valence
(wanting the reward that is promised).

Motivation drives an individual to go beyond the normal level and

achieve success with great energy and enthusiasm. It pushes
people to come out of their comfort zone, perform well, and be
productive for their personal or professional growth.
Theories of motivation allow management to understand the
behavior of their employees based on their passion and interest.
They put them in situations that lead to better progress of
individuals and the organization as a whole.
What are Motivation Theories?

Motivation theories refer to the study of the development of

inspiration to achieve certain aims at a professional or personal
level. It means the theories help identify the process of learning
and understanding an individual's motivation to achieve a
particular result. Motivation theories are helpful in several fields,
including sociology, psychology, and business management.

The theories are beneficial and widely applicable in management

to identify the factors inspiring employees. Consequently, they
aid in enhancing the productivity and profit of individuals and
organizations.

POPULAR MOTIVATIONAL THEORIES

Here are some popular motivational theories to find the factors

that motivate individuals:

1. Maslow's Theory of Hierarchical Needs

Any individual cannot focus on complex requirements until their

basic requirements have not been fulfilled. Maslow’s theory
outlines this hierarchy by creating a pyramid to portray the
process of individuals fulfilling their basic needs before
progressing to the higher-level needs. These needs are generally
categorized into five types, including
a. Psychological Needs: It is about the basic survival needs that
are needed in our daily life routine, such as food, shelter,
water, clothes and so on. Psychological needs can only be
fulfilled by the individual’s income.
b. Safety Requirements: Safety needs refer to the needs that
make individuals feel secure and protected. Protection
from deprivation, employment security, health, property
and other factors are included in safety requirements.
c. Social Needs: They cover the individual’s sense of
belonging. Everyone strives to associate with people and
organizations to connect, affiliate, and join groups and
communities. They indulge in team-building activities.
d. Self-Esteem Needs: Individuals have a quest for
recognition and respect. It makes them feel confident in
their area and boosts self-esteem. This esteem can be
fostered by acknowledging the employees' achievements
and providing positive feedback.
e. Self-Actualization Needs: Self-actualization is the highest
phase of Maslow’s theory that trains individuals to have
long-term complex goals to reach this level. The need
inspires workers to deliver effective tasks, learn more, and
work for their personal development in challenging fields.
 2. Mcclelland's Theory of Needs

McClelland's Human Motivation Theory states that every person

has one of three main driving motivators: the needs for
achievement, affiliation, or power. These motivators are not
inherent; we develop them through our culture and life
experiences. The theory affirms the three motivating drivers that
every individual needs, though each would vary with the type of
personality. The management must understand employees'
behaviour of striving for their specific needs and motivate them
accordingly. The three dominant needs are as follows:

a. Achievement:
Some people have a hunger to be successful and get recognition.
They always strive for competition to achieve higher standards in
their work environment. Furthermore, they seek quick
acknowledgment of their progress to be consistent in their result-
based efforts.

b. Affiliation:
The theory claims that individuals want to be associated and
accepted in groups. The theory aids management in
understanding their employees' striving for growth within the
team and building interpersonal skills, strengthening the relations
between coworkers so that they can encourage them accordingly.

c. Power:
Some desire control of their work and are interested in leading
others at their workplace. They incorporate their leadership skills
to distribute work, coordinate events, and inspire coworkers.
 3. Incentive Theory

The theory determines that rewards or punishments influence

employees' work behaviour. Therefore, these are the primary
motivators for individuals performing certain tasks and achieving
specific results. For instance,

• Bonus: It refers to the reward that is given to the

employees for their exceptional performance.
• Opportunity: It is a type of incentive given to individuals
through paid training or continuing education to enhance
their knowledge and build their skills.
• Promotion: Providing a higher position or salary can make
employees feel their importance and growth.
• Paid off: Providing compensation for taking leave as
additional holidays on emergency needs or planned trips
can make employees feel satisfied.
 4. Herzberg's Two-Factor Theory

The theory states that two factors influence satisfaction or

dissatisfaction:

a. Hygiene Factors: Satisfaction can be influenced by factors

like professional relations, policies, working environment,
attitude of the supervisor. If these factors are fine, they can
motivate employees and vice versa.
b. Motivators Factors: Motivating factors, including
recognition, personal growth, achievements, career and
responsibilities, are crucial for employees.
Acknowledging these enhances job satisfaction.
 5. Vroom's Expectancy Theory

The theory states that expectations for the future can have a major
impact on an individual’s motivation. It means that conscious
choices from the options given can boost pleasure and decrease
pain. The factors that influence motivation are:

• Expectancy: It implies that Increased efforts bring success.

It means if you work hard, you will get better outcomes.
• Instrumentality: Getting incentives or rewards if you meet
performance expectations.
• Valence: It refers to how an employee gives importance to
the expected results.

6. McGregor’s Theory X And Theory Y

McGregor introduced McGregor’s theory in his book named ‘The

Human Side of Enterprise.’ In the book, he stated two styles of
management, i.e.,

a. Theory X:
The theory incorporates micromanaging individuals who have
low motivation, are incapable of performing well, dislike their
work, avoid work and responsibility and so on.
Micromanagement gets the task done appropriately by using an
authoritarian style of management.

b. Theory Y:
The theory states that managers can use a decentralized and
participative management approach for people who are
enthusiastic towards their work, take responsibility for their work
or do not need to be supervised to get the task done appropriately.
 7. Alderfer’s Erg Theory

The theory liquidized Maslow’s five hierarchy of needs into three

categories, i.e., existence, growth, and relatedness, along with
physiological and materialistic desires (such as affection,
clothing, food, water, etc.). It focuses on the following:

• Existence: It involves the basic needs for living, like food

and shelter.
• Growth: It determines the intrinsic need for personal
development aligned with self-esteem, achievement, and
confidence. It requires problem-solving skills, creativity
and morality.
• Relatedness: It involves interpersonal relationships, such
as social interactions, terms with family members,
belongings or love-related needs.
Theories of motivation aid in bringing out the best ways to
achieve organizational goals and work toward the desired
outcomes. If we apply the theories of motivation successfully, it
helps to bring positiveness, support, and inspire the employees
efficiently, leading to the growth of individuals, teams, and the
entire organization.