Motivation is the energy that compels an employee to labor with a high level of focus and dedication even when situations are contrary. In all organizations, motivation plays a crucial part in driving the workforces to achieve the company's goals, goals, and, to some percentage, their nation's dreams. Several motivation theories are formed through various psychologists' findings, which provide an understanding of people's behavior and what motivates them, as discussed in this essay.
Motivator-Hygiene theory is one of the motivation theories by Fredrick Herzberg. In this theory, Herzberg classified needs into two major groups, namely, motivating and hygiene factors. According to Herzberg, job organization is an excellent approach to motivate someone. Through the execution of job organization, challenge and recognition needed to help in fulfilling high-level needs are provided. As a result of challenging work, an inbuilt motivation generator is provided due to the insatiable nature of the high-level needs for things such as recognition and accomplishment, the motivating factors ( Dessler, 2017 ). The person's dissatisfaction is inhibited by doing things that satisfy lower-level needs for the workers for things like better working environment and payment, which are the hygiene factors. Insufficient hygiene factors lead to employees' frustration. On the contrary, an increase in hygiene factors such as job incentives contributes to quick satisfaction, thus an inferior motivation method.
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Managers focused on establishing a self-driven labor force should emphasize motivating factors. This state can be achieved by enriching jobs in the organization to become more stimulating and by intrinsic motivation in performing the job. Intrinsic motivation in organizational psychology results from the pleasure the employee obtains from accomplishing the task. This kind of motivation emanates from within the worker instead of external factors, which are risky.
Edward Deci also highlights the shortcoming of depending greatly on the external rewards. The psychologist says that these rewards are not reliable since they may backfire. According to Deci's findings, external rewards reduce the intrinsic motivation at times. Therefore, managers should be cautious in creating job incentives for highly self-driven workers; otherwise, they unintentionally degrade and detract from the aspiration workers have in performing their duties out of a sense of responsibility.
Vroom’s expectancy theory is another motivation theory that stipulates behavior as a product of choices available for prioritizing. Generally, uninviting rewards or low successive odds will not be pursued by individuals. Psychologist Vrooms outlines three things on which an individual's motivation to exert some level of energy relies in the expectancy theory ( Alshmemri et al., 2017 ). One, the expectation that a person’s effort will contribute to performance. Two, perceived networks between successful performance and real gaining of rewards, and lastly, valence representing the value perceived attached to the reward.
B. F Skinners’ behavioral modification findings add up to motivational theories. The Skinners' findings are vital in understanding how the use of incentives influences staff's behavior. Behavior modifications are contingent on performance since they change behavior through punishments and rewards. There two Skinners' principles that managers employ to modify behavior ( Dessler, 2017 ). First, repetition of behavior that seems to result in positive outcomes (rewards) while inhibiting behavior leads to undesirable outcomes (punishment). Secondly, through the providence of the well-planned punishments or rewards, the managers, therefore, get somebody to transform their behavior. Eventually, positive behavior will be cultivated in the organization, resulting in an excellent performance.
In conclusion, the theory that derives me is Herzberg’s motivator- hygiene theory. This is because it offers promotions after accomplishing specific career stages and receiving appreciation for their exceptional successes. As a result, I can gauge my capabilities and level of achievements in relation to my goals and profession.
References
Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s two-factor theory. Life Science Journal , 14 (5), 12-16.
Dessler, G. (2017). Human resource management fifteenth edition . Pearson International Edition, (pp 387-389). http://library.lol/main/66D3F69A5D6D3396CE3C2CC866E08D00
