Motivation is a process that pushes a person to action. Since ancient times, people have been trying to understand what exactly makes an individual do some work. Why do some people enthusiastically get down to business, while others cannot be lured out of the couch by honey and not forced to make minimal efforts. As a result of these studies, the so-called theory of motivation appeared.
Briefly about the main thing
For the first time, theories of motivation as a scientific direction were discussed in the last century. Arthur Schopenhauer was the first to use this term. In his materials “The Four Principles of Sufficient Reason”, he tried to explain the prepositions that motivate a person to act. Behind him, other thinkers joined in the process of developing a new idea. In general, the subject of research on the theory of motivation is the analysis of needs and how they affect human activity. Simply put, such studies describe the structure of needs, their content and impact on motivation. All these theories try to answer the question: "What motivates a person to work?"
The main theories of motivation include:
- The theory of the hierarchy of needs - A. Maslow.
- The needs of the existence of growth and connections - K. Alderfer.
- Acquired Needs - D. McClelland.
- Theory of Two Factors - F. Herzberg
- Porter-Lauler model.
- Theory of expectations - V. Vroom.
Features of substantial theories
The main part of motivational theories can be divided into two large groups: substantive and procedural. The former consider human needs as a basic factor that prompts action. The latter consider how a person distributes his efforts to achieve a goal.
Substantive theories of motivation focus on the needs underlying the activity. That is, they study what necessity has prompted a person to be active. Primary and secondary needs are considered, and in what sequence they are satisfied. This allows you to determine the peak of human activity.
Substantive theories of motivation focus on the important role of human needs in the process of shaping his work.
Maslow's hierarchy of needs
The theory of the hierarchy of needs is considered the most famous in this field of knowledge. It was developed by the American psychologist Abraham Maslow. In 1954, the basics of Maslow’s theory of motivation were outlined in the book Motivation and Personality.
A well-known model of this concept is the well-known pyramid of values (needs). The psychologist studied society for a long time and was able to determine that all people need certain things that can be divided into six levels of needs. Each of these positions gives rise to motivation at a higher level:
- At the first level of the pyramid are physiological needs. That is, the primary needs for food, comfort, sleep, etc.
- The second level is represented by a sense of security.
- At the third level, the need for love begins to manifest itself. That is, a person has a desire to be someone needed, create a family, chat with friends, etc.
- The fourth level is the desire for public recognition, praise, honor, gaining social status.
- At the fifth level, a person feels an interest in something new, begins to show curiosity, and strives for knowledge.
- The sixth level consists of a desire for self-realization. A person seeks to reveal his creative potential.
Maslow's theory of motivation shows that until a person fully satisfies the previous level of needs, he cannot move on. Most of all, a person needs to satisfy physiological needs and achieve a sense of security, because the whole process of human life depends on them. Only after their satisfaction can a person think about social status, communication and self-realization.
What did Alderfer say?
Alderfer’s theory of work motivation is somewhat similar to Maslow’s research. He also divided the needs of the person into groups and distributed in a hierarchical order. Only he got only three levels: existence, communication and growth.
The level of existence focuses on the need for survival. Two groups are separately distinguished here - the need for safety and the satisfaction of physiological requirements.
As for communication, it speaks of a person’s desire to be involved in something, a social group, common activities, etc. Here, Clayton Alderfer reflected the social nature of a person, the need to be a family member, have friends, work colleagues, bosses and enemies. Growth needs are identical to Maslow's needs for self-expression.
Unlike Maslow, who believed that a person is moving from need to need (from bottom to top), Alderfer is confident that the dynamics are happening in both directions. A person moves upwards if he has fully mastered the previous level and downwards if this has not happened. The psychologist also noted that the unmet need at one of the levels entails an increased degree of action of the need of a lower level. For example, if a person has problems with self-realization, then by any means he will try to increase his social circle, as if to say: “Look, I’m also worth something.”
Every time a complex need cannot be satisfied, a person switches to a simpler version. Moving down the Alderfer scale is called frustration, but having the ability to move in two directions, additional opportunities open up in motivating a person. Although this study does not yet have sufficient empirical evidence, such a theory of motivation in management is useful for personnel management practices.
McClelland Theory
Another theory of human motivation is McClelland's theory of acquired needs. The scientist argues that motivation is associated with the need to rule and complicity.
It is believed that the vital needs of the lower levels in the modern world are satisfied "by default", so do not give them such publicity, and the main attention should be paid to higher goals. If the needs of higher levels are quite clearly manifested in a person, then it is they who have a huge impact on his activities.
But along with this, McClelland assures that these needs are formed under the influence of experience, life situations and as a result of training.
- If a person tries to achieve his goals more effectively than before, this is the need to achieve. If an individual has this level high enough, this allows him to set his own goals on the basis of what he can do with his own efforts. Such people are not afraid to make decisions and are ready to take full responsibility for their actions. Exploring this feature of human nature, McClelland concluded that such a need characterizes not only individuals, but even entire societies. Countries where the need for achievement is actively manifested usually have a developed economy.
- The scientist also considers the need for complicity, which manifests itself in the desire to establish and maintain friendly relations with others.
- Another acquired need is the desire to rule. It is extremely important for a person to control the processes and resources that are in his environment. Here the main focus is manifested in the desire to control other people. But along with this, the need to rule has two opposite poles: on the one hand, a person wants to control everything and everything, on the other - he completely abandons any claims to power.
In McClelland's theory, these needs are not arranged hierarchically and are not mutually exclusive. Their manifestation directly depends on the mutual influence. For example, if a person occupies a leadership position in society, he realizes the need to rule, but in order for it to be completely satisfied, the need for connections should have a weak manifestation.
Herzberg's denials
In 1959, Frederick Herzberg denied the fact that satisfying needs enhances motivation. He argued that the emotional state of a person, his mood and motivation show how pleased the individual is or is dissatisfied with his actions.
Herzberg 's theory of motivation is to divide needs into two large groups: hygiene factors and motivation. Hygienic factors are also called health factors. This includes indicators such as status, safety, team attitude, mode of work, etc. Simply put, all conditions that do not allow a person to feel dissatisfied with their work and social status are hygienic factors. But paradoxically: the level of wages is not considered an important factor.
Motivation factors include such positions as recognition, achievements, career growth and other reasons that encourage a person to give all his best to work.
True, many scientists did not support Herzberg's scientific achievements, considering them insufficiently substantiated. However, this is not strange, because he did not take into account that some moments may vary depending on the situation.
Procedural concepts
Taking into account the divergence of scientists regarding what exactly affects effective work, procedural theories of motivation were created that took into account not only needs, but the efforts made and perception of the situation. The most popular ones include:
- Theories of expectation - a person is motivated by the expectation of completion and subsequent reward.
- The concept of equality and justice - motivation is directly related to how much the work of the individual and his colleagues was evaluated. If they paid less than expected, then the motivation for work is reduced, if they paid the expected amount (or, possibly, paid extra), then a person will participate in the work process with greater dedication.
Also, in this category of research, some scientists include goal setting theory and the concept of incentives.
Porter-Lauler Model
Another theory of motivation in management belongs to two researchers - Leiman Porter and Edward Lauler. Their complex procedural theory includes elements of theories of expectations and justice. In this model of motivation, there are 5 variables:
- The effort.
- Level of perception.
- Achieved results.
- Reward.
- Level of satisfaction.
They believed that high performance indicators depend on whether a person is satisfied with the work done or not. If he is satisfied, then he is taken for a new business with greater return. Any result depends on the efforts and abilities of the individual spent on it. Efforts are determined by the value of remuneration and the belief that labor will be appreciated. A person satisfies his needs by receiving a reward for the efforts spent, that is, he receives satisfaction from productive work. Thus, not satisfaction is the cause of effectiveness, but quite the opposite - productivity brings satisfaction.
Theory of V. Vroom
Also, theories of motivation include the concept of expectation of V. Vroom. The scientist believed that the individual is motivated not only by a specific need, but by a focus on a specific result. A person always hopes that his chosen model of behavior will lead to the achievement of what he wants. V. Vroom noted that the employees will be able to achieve the level of effectiveness necessary for remuneration if their skills are sufficient to perform a specific task.
This is a very valuable theory of staff motivation. Often in small firms (especially when there is a lot of work, and there are few people), the employees are delegated the duties for which they do not have the necessary skills. As a result, they cannot expect the promised reward, because they understand that the assigned task will not be completed properly. As a result, motivation is completely reduced.
Carrot and stick
Well, what theories of motivation can do without the classic approach - the carrot and stick method. The problem with labor motivation among workers was first recognized by Taylor. He sharply criticized their working conditions, since people worked almost for food. Looking at what is happening in the factories, he defined the concept of “daily output,” and suggested paying people according to their contribution to the development of the company. Workers who produced more products received additional salaries and bonuses. As a result, after several months, productivity has increased markedly.
Taylor said that you need to put a person in the right place, where he can fully use his capabilities. The whole essence of his concept is described by several provisions:
- A person is always concerned about the increase in his income.
- Each individual in his own way reacts to the economic situation.
- People can be standardized.
- All that people want is a lot of money.
Generalized Conclusions
Despite such a variety of opinions and approaches, all motivation can be divided into six types:
- External. It is determined by external factors, for example, acquaintances went to sea and a person begins to save money to do the same.
- Inner. It does not depend on external factors, that is, a person travels to the sea for personal reasons.
- Positive. Based on positive incentives. For example, I’ll read a book and go for a walk.
- Negative. If I don’t finish reading the book, I won’t go anywhere.
- Sustainable. Depends on the needs of the person, that is, the satisfaction of physiological needs, such as hunger and thirst.
- Unstable. It must be constantly nourished by external factors.
Also, theories of motivation needs can be moral and material. For example, if a person’s labor is recognized by society (he received a letter, etc.), then he will take up new work with a vengeance so as not to lose the status of the best employee or to raise him. And of course, material motivation. In modern society, it is considered an exceptional factor in stimulating the work process.
It is not difficult to make a person work, you only need to understand what leverage to press so that his work brings profit to the company, and absolute satisfaction to the employee.