Theories of motivation

THEORIES OF MOTIVATION

While “need theories” of motivation concentrate upon “what” motivates people, the “process theories” concentrate upon “how” motivation occurs.

These theories identify the variables that go into motivation and their relationship with each other. Some of the prominent process theories are: Vroom’s Expectancy Model, Equity Theory and Goal-Setting Theory.

1) Vroom’s Expectancy Model: The expectancy model is based upon the belief that motivation is determined by the nature of the reward people expect to receive as a result of their job performance. The underlying assumption is that a man is a rational being and will try to maximize his perceived value of such rewards. He will choose an alternative that would give him the most benefit. People are highly motivated if they believe that a certain type of behaviour will lead to a certain type of outcome and if such outcome is consistent with their personal preferences.

2) Equity Theory: Equity theory is based on the assumption of some researchers that one of the most widely assumed source of job dissatisfaction is the feeling of the employees that they are not being treated fairly by the management or the organizational system. For example, let us assume that there are two professors up for promotion and both of them have similar backgrounds and academic achievements. If one gets the promotion and the other does not, the professor being denied promotion will feel that the politics of the system was not just and that he was unfairly treated. This would result in job dissatisfaction to some degree.

3) Goal-Setting Theory: Goal setting theory is a relatively applied approach to motivation and is based upon the assumption that the type as well as the challenge of the goal induces motivation in the individual to achieve such goal. The theory, as proposed by Edwin Locke, studies the processes by which people set goals for themselves and then put in efforts in order to achieve them. The quality of performance is generally shaped by how difficult and how specifically defined the goal is. General goals, such as “do your best”, do not lend to accurate performance appraisal and proportionate rewards. Specific goals are clear and tend to give a clear direction to the worker, resulting in improved performance. Similarly, difficult goals, once accepted, lead to higher quality performance.

These were few theories which will keep you motivated