Directors, managers and supervisors in any company have the responsibility of ensuring that tasks are done by the assistance of employees. To fully perform their task, managers ought to motivate these employees. However, motivating employees to be productive is still a challenging duty that managers face because it is not clearly comprehended making it difficult to practice. Notably, motivation is a factor that stimulates employees’ performance towards achieving the stipulated organizational goals. It results from a relationship of various factors such as the reward value of the set goal, expectations of people involved and the intensity of need. Several motivation theories have been created to explain employee motivation in different perspectives. This paper seeks to analyze the Maslow’s Hierarchy of Needs and Vrooms expectancy theory and how they can be implemented in the organization.
The case in which a leader used a hypothesis to motivate me was the time I was conducting my mechanical connection. The manager constantly perceived my work inside the organization and identified my personal needs which eventually fostered my job satisfaction. This motivated me and I started to meet and even outperform the set objectives in the organization. Because the manager understood my needs, he designed reward systems that met both my priorities and energies toward attaining the set organizational goals. This is in line with the Maslow’s Hierarchy of Needs of motivation. The consideration provided to me by my manager through acknowledgement assisted me to appreciate working inside the organization. This comes as a result of the manager meeting my needs and further motivating me to work hard towards attaining the set organizational goals.
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The Maslow’s Hierarchy of needs theory concentrates on the psychological need of employees. In this theory, Abraham Maslow explains five levels human needs that employees ought to achieve to fulfill their set goals at work. These needs are structured in the hierarchy and one can progress to the other level once he has achieved the lower level. Since the manager motivated me to the next level by providing me a conducive environment and comfortable salary, I was able to fulfill my goals. It is therefore significant for managers to notice that different people are motivated differently and do not move up the hierarchy at similar paces (Benson, 2015). Therefore, the manager need to provide different incentives based on the potential of employees in rising the hierarch levels.
The bottom part of Maslow pyramid offer psychological needs which are important for employees. To motivate employees, the manager should provide a comfortable salary for his or her employees so that they can afford clothing, shelter, food and other basic needs. The second need is safety that is necessary for survival in the society. Safety incorporates both family security as well as job security. Job security will ensure that employees are motivated to work effectively in the organization. Social needs are also necessary needs for employees because they make them have a sense of belonging and loved in the organization. If employees are appreciated by their managers, they become productive and are motivated to achieve the organizational goals.
Self-esteem is another level that managers should provide to their employees. Self-esteem defines the attitude of the employee towards the work they perform. Self-esteem will be built if employees are involved in decision making, given opportunities to show their talents and skills and further utilizing positive reinforcement programs. Lastly, employees should be provided with self-actualization needs. Managers can give their employees self-actualization needs by providing job rotation to widen exposure and experience, allowing employees to participate in decision-making and goal-setting processes as well as offering maximum innovative and risk-taking opportunities.
Apart from Maslow Hierarchy of Needs, Vrooms expectancy theory is another theory that motivates employees. This theory assumes that the behavior of employees emanate from the conscious choices they make among options whose main aim is to maximize pleasure and reduce pain. According to the theory, the relationship between the behavior of people at work and their goals is not simple as always perceived. This is because the performance of employees depends on personal factors such as skills, experience and abilities and knowledge. As much as people have different goals, the theory suggests that this people can be motivated if they believe that there is a positive relationship between performance and efforts. Employees will also be motivated by the manager if they believe that favorable performance can result to a desirable reward. A reward fulfills a significant need or the desire to fulfill a certain need to make employees’ effort relevant.
The Vroom’s expectancy theory is based on the belief of valence, instrumentality and expectancy. Valence is the emotional orientation of individuals that is held with wisdom to rewards. Valence is also the depth of employee’s want for benefits, money, time-off and promotions or just satisfaction. It enables the organizational management to discover what is valued by employees (Pignatelli, 2015). In expectancy belief, the management should discover the training, supervision or the resources needed because employees have various levels of confidence and expectations about what they can deliver for the organization. Instrumentality belief involves employees’ perception as to whether they can obtain what they desire even if it was promised by the manager. In this case, the management ought to ensure that they satisfy the promises of rewards to the employees. Expectancy, valence and instrumentality belief are important because they enable employees to psychologically interact to develop a motivational force that acts in favor of the employees by bringing pleasure and avoiding pain.
References
Benson, D. (2015). The five central undertakings of a transformational leader. Doctor Leadership Journal, 2(5), 58-62.
Pignatelli, A. (2015). 4 approaches to support representative execution and employment fulfillment. Government Executive, 1.
