Work motivation is a powerful force that drives employees to engage in work-related activities that can lead to greater job satisfaction and performance (Gagné & Deci, 2005). The concept of work motivation has been studied for decades, and researchers have identified various theories that attempt to explain why employees are motivated to work (Kanfer, 1990). This article will discuss the various theories of work motivation, their implications, and how employers can use them to motivate employees.
One of the most widely accepted theories of work motivation is Maslow’s Hierarchy of Needs (Maslow, 1943). This theory suggests that employees are motivated by various needs, such as physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. Each of these needs must be met in order for employees to be motivated to work (Maslow, 1943). Maslow’s theory offers implications for employers in that it suggests that providing employees with opportunities to meet their needs can help to motivate them.
A second theory of work motivation is Herzberg’s Two-Factor Theory (Herzberg, 1959). This theory proposes that job satisfaction is driven by two factors: hygiene factors and motivators. The hygiene factors refer to aspects of the job environment that must be present in order for employees to be satisfied, such as job security and appropriate working conditions. The motivators, on the other hand, refer to aspects of the job that can motivate employees, such as recognition and responsibility (Herzberg, 1959). This theory suggests that employers should focus on providing employees with both hygiene factors and motivators in order to increase job satisfaction.
A third theory is Expectancy Theory (Vroom, 1964). This theory proposes that employees will be motivated to work in order to obtain an expected outcome. This theory suggests that employees are more likely to be motivated if they believe that their work will lead to the outcomes they desire (Vroom, 1964). Employers can use this theory to motivate employees by setting goals and providing rewards that will help employees reach their desired outcomes.
The various theories of work motivation discussed in this article offer implications for employers. Employers can use Maslow’s Hierarchy of Needs to identify which needs need to be met in order for employees to be motivated. They can use Herzberg’s Two-Factor Theory to provide employees with both hygiene factors and motivators in order to increase job satisfaction. And they can use Expectancy Theory to set goals and provide rewards that will help employees reach their desired outcomes. By understanding and utilizing these theories, employers can create a work environment that is conducive to employee motivation and job satisfaction.
References
Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362.
Kanfer, R. (1990). Motivation theory and industrial and organizational psychology. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (Vol. 1, pp. 75-170). Palo Alto, CA: Consulting Psychologists Press.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
Herzberg, F. (1959). The motivation to work. New York, NY: John Wiley & Sons.
Vroom, V. H. (1964). Work and motivation. New York, NY: John Wiley & Sons.