Answer to Question #172700 in Management for Birago Irene

Question

As a manager, how will you apply each of the theories of motivation to motivate your works

Answer 1

Herzberg's Motivation-Hygiene Theory

Herzberg's motivation-hygiene theory uses different categories than Maslow's hierarchy of needs and is less concerned with an employee's life outside of work. According to the MindTools website, the theory still addresses intrinsic needs before extrinsic needs. As you analyze theories and models of motivation and their application in the workplace, this is a pattern you see repeatedly. When in doubt, ask yourself what you need to address for an employee before exhibiting the level of motivation you need for success.

Herzberg uses hygiene and motivation categories to increase motivation, and this model insists that hygiene needs must be met before motivation is possible. When hygiene is addressed, job dissatisfaction decreases, and when motivation is met, job satisfaction increases. These are how things break down in this model:

Hygiene: security, status, working conditions, interpersonal relationships, supervision, company policy, administration

Motivation: growth, advancement, responsibility, enjoyable work, recognition, achievement

McClelland's Human Motivation Theory

McClelland's human motivation theory assumes that people have one of three driving needs, depending on their life experiences. According to Mind Tools, they are:

Achievement: Extrinsically motivated by rewards, recognition, and quick affirmation

Affiliation: Intrinsically motivated by a need for love, belonging, and relationship

Power: Extrinsically motivated by power, status, and control over their own work or others' work

McClelland's approach to applying motivation theories in organizations is not centered around meeting everyone's intrinsic needs before addressing extrinsic motivation. In a small business, you identify which driving need each employee has and work with that one driving need.

For example, someone with an affiliation need should be on a team with people they like and with low conflict. However, someone with an achievement need can work on a higher stress team, as long as they are provided quick recognition and affirmation of their efforts. Those with power needs can also thrive on a team with conflict, as long as they have enough control over their own work or are put in a position of leadership where they can direct others.

Vroom's Theory of Expectancy

Vroom's application of motivation theories in organizations involves addressing intrinsic and extrinsic needs simultaneously. According to the Management Is a Journey website, this is done through the following two beliefs:

People believe they are likely to be successful and reach goals

Those people believe they will be rewarded for their success

Using Vroom's approach is relatively simple for most small-business owners. You might look at your company's overall goals and break them down into small manageable chunks for each employee, ensuring you personalize expectations to each person. For example, you might meet with each employee to determine their strengths and set achievable customized goals. Then, meet with them again later to assess their progress and offer rewards or recognition.

When people feel goals are achievable for them, they buy into your company's culture, mission, and values. They feel that what they do makes a difference, which grants them a sense of purpose. Your consistent and reliable recognition affirms that and makes them want to continue giving their best.

McGregor's Theory X and Theory Y

McGregor's Theory X and Theory Y, as covered on the Management Study Guide website, describe two types of people who are likely present in your workplace. Your motivational strategies can be tailored to one of these two types:

Type X: These people are lazy and focused on themselves. They benefit from top-down leadership and expectations.

Type Y: These people are self-starters who are intrinsically motivated to give their best. They benefit from a positive work environment, rewards, and recognition.

As a small-business owner, keep tabs on employee behavior and work patterns. For those who would rather play on their phones than quickly serve a customer, impose top-down expectations and consequences. For those who go the extra mile for customer satisfaction, ensure they have the proper support on the job and receive the recognition they have earned.