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There are many motivation theories that are based on individuals

needs. These theories are categorized under traditionally (early)
theories and contemporary theories. The theory on which I will
make explanation is ___________________. This theory can help you
to understand people's main motivational drive so that you can
manage your team more effectively. But a question is raise in our
minds that What do people want from their jobs? Do they want
just a higher salary? Or do they want security, good relationships
with co-workers, opportunities for growth and advancement - or
something else altogether? This is an important question,
because it is at the root of motivation, the art of engaging with
members of your team in such a way that they give their very
best performance.

Motivation theories
(1) Herzberg theory:
Two-factor theory (also called motivation-hygiene theory)
proposes that psychological (intrinsic) factors are related to job
satisfaction, while environmental (extrinsic) factors are associated
with job dissatisfaction. Herzberg suggested a two-step approach
to understanding employee motivation and satisfaction. Herzberg
also contrast the views of satisfaction and dissatisfaction that
The opposite of satisfaction is not dissatisfaction, but rather no
satisfaction. Similarly, the opposite of dissatisfaction is no
dissatisfaction
Hygiene Factors:
The hygiene factors are comprise of the physiological, safety and
love needs from Maslows hierarchy of needs.. The factors
include: Company Policy, Personal Life, Relationships with
Supervisor, Relationships with Peers, Relationships with
Subordinates, Salary, Supervision, Status, Security, and Working
Conditions.
Motivator factors:
Motivator factors are based on an individual's need for personal
growth. If they are effective, then they can motivate an individual
to achieve above-average performance and effort. Motivator

factors include: Achievement, Advancement, Growth, Recognition,

Responsibility, and Work Itself.

Impacts on managers
The Application of the Two Factor Theory is definitely well
established within organizational settings. In fact, every leader
has the responsibility to ensure that their employee's hygiene
factors are attended to and that proper motivators are
implemented to increase job satisfaction. For example, if an
employee is working below the minimum wage, it is not likely that
he/she will be motivated until a perceived fair rate of pay is given.
At the same time, if an employee is well paid, Herzberg believed
that a pay rise would not have a lasting motivational effect.
Herzberg suggested that once the hygiene factors were met,
employers should focus on recognizing the achievements of the
employee and providing opportunities to learn and grow.

(2) Theory X and Y:

Douglas McGregor is best known for proposing two assumptions
about human nature: Theory X and Theory Y. Theory X is a
negative view of people that assumes workers have little
ambition, dislike work, want to avoid responsibility, and required
close supervision to complete the task. Theory Y is a positive
view that assumes employees are ambitious, enjoy and like to
work, seek out and accept responsibility, and exercise selfdirection to complete the task. McGregor believed that Theory Y
assumptions should guide management practice and proposed
that participation in decision making, responsible and challenging
jobs and good group relations would maximize employee
motivation

Impacts on managers
The findings indicate that McGregor's concepts have widespread
acceptance and application today, and have been systematically
and empirically related to organizational success and
effectiveness. McGregor believed that Theory Y assumptions
should guide management practice and proposed that
participation in decision making, responsible and challenging jobs
and good group relations would maximize employee motivation

(3) Goal setting theory

Goals tell an employee what needs to be done and how much
effort will need to be expended. In order to increase performance,
Goal-Setting Theory Proposes that setting goals that are
accepted, specific, and challenging yet achievable will result in
higher performance than having no or easy goals. Its not a
contradiction that goal-setting theory says that motivation is
maximized only by difficult goals. Overall conclusion is that the
intention to work toward hard and specific goals is a powerful
motivating force. Under the proper conditions, it can lead to
higher performance. However, no evidence indicates that such
goals are associated with increased job satisfaction.

Impacts on managers
The theory of goal setting has been used in management since
the early 1800s. As a professional attending meeting, conferences
and seminars, you've likely already heard the importance of
setting goals in the workplace. The goal setting theory focuses on
the exact structure and components that companies and
individuals should include in their goals in a way that maximizes
chances of success in meeting those goals.

(4) Reinforcement theory

Reinforcement theory of motivation was proposed by BF Skinner
and his associates. The theory assumes that a desired behavior is
a function of its consequences (that immediately follow a
behavior which increase the probability that the behavior will be
repeated are also called Reinforcers).
Reinforcement theory ignores factors such as goals, expectations,
and needs. Instead, it focuses solely on what happens to a person
when he or she does something. Using reinforcement theory,
managers can influence employees behavior by using positive
reinforcers for actions that help the organization achieve its goals.
And managers should ignore, not punish, undesirable behavior.

Impacts on managers
Reinforcement theory explains in detail how an individual learns
behavior. Managers who are making attempt to motivate the
employees must ensure that they do not reward all employees
simultaneously. They must tell the employees what they are not

doing correct. They must tell the employees how they can achieve
positive reinforcement. Managers should keep in mind that
motivated behavior is influenced by employee's learning what is
acceptable / unacceptable to the organization. Using
reinforcement theory, managers can influence employees
behavior by using positive reinforcers for actions that help the
organization achieve its goals. And managers should ignore, not
punish, undesirable behavior.

(5) Job design theory

Job design theory refers the way into which tasks can be
combined to form complete jobs. Lets look at some ways that
managers can design motivating jobs.
a) Job enlargement
Job enlargement refers to an Increasing the jobs scope (increase
in the number of different tasks required in a job and the
frequency with which these tasks are repeated.).
b) Job enrichment
Job enrichment refers to an Increasing responsibility and
autonomy (depth) in a job. Job enrichment increases job depth,
which is the degree of control that employees have over their
work. In other words, employees are empowered to assume some
of the tasks typically done by their managers.
c) Job Characteristics Model (JCM)
A conceptual framework for designing motivating jobs that create
meaningful work experiences that satisfy employees growth
needs. Five primary job characteristics: Skill variety, Task
identity, Significance, Autonomy & Feedback. The JCM
provides specific guidance to managers for job design. 1.
Combine tasks. 2. Create natural work units. 3. Establish client
(external or internal) relationships. 4. Expand jobs vertically. 5.
Open feedback channels.

Impacts on managers
Managers should design jobs deliberately and thoughtfully to
reflect the demands of the changing environment, the
organizations technology, and employees skills, abilities, and

preferences. When jobs are designed like that, employees are

motivated to work hard.

(6) Equity theory

The theory that an employee compares his or her jobs input
outcomes ratio with that of relevant others and then corrects any
inequity. This theory was developed by J. Stacey Adams that
proposes that employees perceive what they get from a job
situation (outcomes) in relation to what they put in (inputs) and
then compare their inputs-outcomes ratio with the inputsoutcomes ratios of relevant others.
If the ratios are perceived as equal then a state of equity
(fairness) exists. If the ratios are perceived as unequal, inequity
exists and the person feels under- or over-rewarded. When
inequities occur, employees will attempt to do something to
rebalance the ratios.

Impacts on managers
Equity theory has at least eight practical implications. First,
because people are motivated to resolve perceptions of inequity,
managers should not discount employees' feelings and
perceptions when trying to motivate workers. Second, managers
should pay attention to employees' perceptions of what is fair and
equitable. Third, employees should be given a voice in decisions
that affect them. Fourth, employees should be given the
opportunity to appeal decisions that affect their welfare. Fifth,

employees are more likely to accept and support organizational

change when they believe it is implemented fairly and when it
produces equitable outcomes. Sixth, managers can promote
cooperation and teamwork among group members by treating
them equitably. Seventh, treating employees inequitably can lead
to litigation and costly court settlements. Finally, managers need
to pay attention to the organizations climate for justice because it
influences employee attitudes and behavior.

(7) Expectancy theory

Expectancy theory was developed by Victor Vrooms which states
that an individual tends to act in a certain way based on the
expectation that the act will be followed by a given outcome and
on the attractiveness of that outcome to the individual. Key to the
theory is understanding and managing employee goals and the
linkages among and between effort, performance and rewards. It
includes three variables or relationships: a) Expectancy (effortperformance linkage), b) Instrumentality (performance-reward
linkage), c) Valence (attractiveness of award).

Impacts on managers
Expectancy theory has some important implications for
motivating employees. Managers are advised to enhance effort
performance expectancies by helping employees accomplish their
performance goals. With respect to instrumentalities and
valences, managers should attempt to link employee performance
and valued rewards. There are four prerequisites to linking
performance and rewards: (a) Managers need to develop and
communicate performance standards to employees, (b) managers
need valid and accurate performance ratings, (c) managers need
to determine the relative mix of individual versus team
contribution to performance and then reward accordingly, and (d)
managers should use performance ratings to differentially
allocate rewards among employees.