Motivation theory influence misbehavior

The processes that account for an individuals intensity, direction and

persistence of effort toward attaining an organisational goal are known as
motivation. An individual can be said as motivated when a person can sustain
effort with the task to achieve their goals (Judge & Robbins, 2015). It is crucial for
managers to understand that motivation is one of the key to improving work
productivity (Pardee, 1990). There are few theories developed by the experts to
explore the validity of predictions on the ability to walk through from individual
effort to accomplish personal goals.
The theories that will be discussed are McClellands theory, Equity theory and

McClellands theory of needs

McClellands theory is formulated by explaining how individuals are motivated by
obtaining three type of needs which are needs for achievements, power and
affiliation. These are needs that affects the behaviour of employee towards the
job (Judge & Robbins, 2015). In order to examine deeper on its relation, studies
by Liu et al. (2010), illustrates political behaviour influenced by the need for
achievement and need for power.
The Need of Achievement
The need for achievement defined by McClelland cited in Arnold and Boshoff
(2003), that the persons desire to achieve at a certain standard and sense of
accomplishment. Arnold and Boshoffs (2003) found that the need of
achievement is not suitable for the lower level of employees but only for
employees that are at higher position. Adapting need of achievement on lower
level employees can cause misbehaviour in organisation such as decrease in
productivity, increase in both employee absenteeism and resignation (Arnold and
Boshoff, 2003). Motivation strategies only be effective when the needs meet in
the employees criteria.
Although David et al. (2009), state that misbehaviour occurs because
employees need do not meet, applying the need of achievement might not have
an effect by exploring the subject from a political perspective. When an
individual lacks on political skills, the individual will result to decline both career
growth potential and personal power (Liu et al, 2010). Furthermore, the
researcher Liu et al. (2010), also found that by implementing need of
achievement will not help to improve political behaviour given that the person
have a weak political skills. Political behaviour only affected by the need of
achievement when the employee has a strong political skills. In consequence of
this, decrease of productivity indicates a sign of employees misbehaviour. Thus,
misbehaviour in the workplace might occur when need for achievement
implement on the lower level of employees and lacking of political skills.
The Need of Power
The need of power means the need to make others behave in a way they
would not have otherwise (Judge & Robbins, 2015). The effect of personal needs
of power on behaviour equivalent the effect of needs of achievement on
behaviour. Similarly, the studies by Liu et al. (2010) indicates that individuals
with lack of political skills will result minor improvement from the effect of need

of power compare to the effect of need of achievement on individuals in an

organisation. In addition, Arnold & Boshoff (2003) also proven that the need of
power does not affect individuals motivation on their job performance.

Therefore, by evaluating McClellands theory of needs, misbehaviour will

only exist in an organisational if motivator apply inappropriate motivation
strategy; this will create dissatisfaction among the employees at the workplace
(Arnold & Boshoff, 2003). Despite this, political skills are crucial for the
organisation in other to improve individuals behaviour otherwise no
improvement will be made by implementing the motivation strategy (Liu, 2010 ;
Arnold & Boshoff, 2003)
Equity theory are known as when individual make comparisons between
the job input and output with those of others and will choose the job that gives
the best equality (Judge, 2015; Pacesila, 2014). This is where employees must
make an appropriate decision in order for them to avoid dissatisfaction after
making the wrong decision (Pacesila, 2014).
For instance, Fehr et al. (2013) carried out studies on motivation and the
balance between incentives and power. Aghion and Tirole (as cited in Fehr et al,
2013) pointed out that incentives and power is a trade-off which links to the
equity theory. When an individual in a lower rank position, the employee will
underprovide effort regardless to the incentive; vice versa for the employee who
has higher authority (Fehr et al, 2013). Employee will become more motivated
when they are set to higher authority. Hence, misbehaviour may appear in an
organisation when an individual face lack of delegation in their job.

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