Mel Christian B.

De Vera Homework
1 – AAC

1. Two Factor Theory by Frederick Herzberg

The Two Factor Theory by Herzberg is a theory about motivation of employees. The Two Factor
Theory assumes on the one hand, that employees can be dissatisfied with their jobs. This often has
something to do with so-called hygiene factors, such as salary and work conditions. On the other
hand, employees’ satisfaction has to do with so-called motivation factors. These factors have to do
with development opportunities, responsibility and appreciation.

Herzberg claims these factors exist side by side. Taking away the dissatisfaction factors doesn’t
necessarily mean employees will be satisfied. To motivate a team using motivation factors, the
hygiene factors need to be taken care of first.

Source:https://www.toolshero.com/psychology/theories-of-motivation/two-factor-theory-
herzberg/

2. Theory of X and Y by McGregor

Theory X and Theory Y were first explained by McGregor in his book, "The Human Side of
Enterprise," and they refer to two styles of management – authoritarian (Theory X) and
participative (Theory Y).
If you believe that your team members dislike their work and have little motivation, then,
according to McGregor, you'll likely use an authoritarian style of management. This approach is
very "hands-on" and usually involves micromanaging people's work to ensure that it gets done
properly. McGregor called this Theory X.On the other hand, if you believe that your people take
pride in their work and see it as a challenge , then you'll more likely adopt a participative
management style. Managers who use this approach trust their people to take ownership of their
work and do it effectively by themselves. McGregor called this Theory Y.

The approach that you take will have a significant impact on your ability to motivate your team
members. So, it's important to understand how your perceptions of what motivates them can shape
your management style.

We'll now take a more in-depth look at the two different theories, and discover how and when they
can be useful in the workplace.

Source: https://www.mindtools.com/pages/article/newLDR_74.htm
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1 – AAC

3. Maslow Hierarchy of Needs

Maslow (1943, 1954) stated that people are motivated to achieve certain needs and that some needs
take precedence over others. Our most basic need is for physical survival, and this will be the first
thing that motivates our behavior. Once that level is fulfilled the next level up is what motivates
us, and so on.
1. Physiological needs - these are biological requirements for human survival, e.g. air, elter,
clothing, warmth, sex, sleep.
If these needs are not satisfied the human body cannot function optimally. Maslow considered
physiological needs the most important as all the other needs become secondary until these needs
are met.
2. Safety needs - protection from elements, security, order, law, stability, freedom from fear.
3. Love and belongingness needs - after physiological and safety needs have been fulfilled, the
third level of human needs is social and involves feelings of belongingness. The need for
interpersonal relationships motivates behavior
Examples include friendship, intimacy, trust, and acceptance, receiving and giving affection and
love. Affiliating, being part of a group (family, friends, work).
4. Esteem needs - which Maslow classified into two categories: (i) esteem for oneself (dignity,
achievement, mastery, independence) and (ii) the desire for reputation or respect from others (e.g.,
status, prestige).
Maslow indicated that the need for respect or reputation is most important for children and
adolescents and precedes real self-esteem or dignity.
5.Self-actualization needs - realizing personal potential, self-fulfillment, seeking personal growth
and peak experiences. A desire “to become everything one is capable of becoming”(Maslow, 1987,
p. 64).

Source: https://www.simplypsychology.org/maslow.html

4. Hope Theory
Goals that are valuable and uncertain are described by Snyder (1994, as cited in Snyder, 2000,
p.9) as the anchors of hope theory as they provide direction and an endpoint for hopeful thinking.
Pathway thoughts refer to the routes we take to achieve our desired goals and the individual’s
perceived ability to produce these routes (Snyder, 2000).
Agency thoughts refer to the motivation we have to undertake the routes towards our goals.
Barriers block the attainment of our goals and in the event of a barrier we can either give up or
we can use our pathway thoughts to create new routes.
Mel Christian B. De Vera Homework
1 – AAC

Source:http://positivepsychology.org.uk/hope-theory-snyder-adult-
=IwAR0G3NpHm2Q9fZBGmwnf12ArRkgPjqSCniWAJy7b11XPteZStkN7CDgcBVk

5. Instinct Theory of Motivation

William McDougall

William McDougall was one of the firsts to write about instinct theory of motivation. According
to him, instinct must be

 Unlearned
 Uniform in expression
 Universal in species

and composed of

 Perception
 Behavior
 Emotion

Based on the three elements, he outlined 18 different instincts such as maternal instinct, comfort,
sex, hunger, laughter and curiosity.

For instance, you usually pay attention to odors in the kitchen when you are hungry. This is your
hunger instinct. This motivates you to check the refrigerator for food.

Sigmund Freud

Psychiatrist Sigmund Freud suggested that human behavior was driven by two key forces

 Life instincts (eros) – engaging in sex, eating, and other activities to be alive
 Death instincts (thanatos) – engaging in aggressive behaviors like fights, stunts, not caring
about survival.

He explained all animals, social or otherwise, have aggressive instincts which drive them to be
involved in aggressive activities. These aggressive activities help in releasing the instinctual
energy called catharsis, cleansing of guilt.

William James

William James is another psychologist to have studied about motivation and he believed that
 Mel Christian B. De Vera Homework
1 – AAC

Our instinct is to survive.

Important instinctive motivation factors in his theory were:

 Fear
 Love
 Anger
 Shame
 Cleanliness

Source:https://www.psychestudy.com/general/motivation-emotion/instinct-theory-
motivation?fbclid=IwAR2pmIZqWsw1nMHBsRGymC-XPoHjyk27_E8bc83HuDDPFd_C-
eDCyegRc0s

6. William Ouchi’s Theory Z of Motivation: Features and Limitations!

William Ouchi developed Theory Z after making a comparative study of Japanese and American

management practices. Theory Z is an integrated model of motivation. Theory Z suggests that

large complex organisations are human systems and their effectiveness depends on the quality of
humanism used. A type Z organisation has three major features—trust, subtlety and intimacy.

Mutual trust between members of an organisation reduces conflict and leads to team work. Subtlety

requires sensitivity towards others and yields higher productivity. Intimacy implies concern,
support and disciplined unselfishness.

Source: http://www.yourarticlelibrary.com/motivation/william-ouchis-theory-z-of-motivation-
features-and-limitations/28024?fbclid=IwAR0iFWcyR8tDtZciFMh40LOaIe-
e1Q2EtW8TIChuZal8bKEEL5A_56M1t_U

7. Vromm Expectancy Motivation Theory

Vroom's expectancy theory assumes that behavior results from conscious choices among
alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized that
an employee's performance is based on individual factors such as personality, skills, knowledge,
experience and abilities. He stated that effort, performance and motivation are linked in a person's
motivation. He uses the variables Expectancy, Instrumentality and Valence to account for this.

Expectancy is the belief that increased effort will lead to increased performance i.e. if I work
harder then this will be better. This is affected by such things as:
1. Having the right resources available (e.g. raw materials, time)
2. Having the right skills to do the job
 Mel Christian B. De Vera Homework
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3. Having the necessary support to get the job done (e.g. supervisor support, or correct information
on the job)
Instrumentality is the belief that if you perform well that a valued outcome will be received. The
degree to which a first level outcome will lead to the second level outcome. i.e. if I do a good job,
there is something in it for me. This is affected by such things as:
1. Clear understanding of the relationship between performance and outcomes – e.g. the rules of the
reward 'game'
2. Trust in the people who will take the decisions on who gets what outcome
3. Transparency of the process that decides who gets what outcome
Source:https://www.yourcoach.be/en/employee-motivation-theories/vroom-expectancy-
motivation-theory.php
8. Porter and Lawson
MOTIVATION • Motivation is the inner state causing an individual to behave in a way that
ensures accomplishment of some goal. • When managers understand what motivates different
individuals, they can better influence their employees to accomplish organizational objectives. •
Motivation explains why people behave the way they do. Expectancy Theory • Motivation depends
on how much we want something and how likely we are to get it. • Assumes that: – Behavior is
determined by a combination of personal and environmental forces. – People make decisions about
their own behavior in organizations. – Different people have different types of needs, desires, and
goals. – People choose among alternatives of behaviors in selecting one that that leads to a desired
outcome.
Introduction to Porter and Lawler Model • Porter and Lawler used Victor Vroom’s expectancy
theory as a foundation to develop their expectancy model. Similar to Vroom’s theory, Porter and
Lawler concluded that an individual’s motivation to complete a task is affected by the reward they
expect to receive for completing the task. However Porter and Lawler introduced additional
aspects to the expectancy theory. The Porter-Lawler Model The model predicts that satisfaction is
determined by the perceived equity of intrinsic and extrinsic rewards for high-level performance.
Relevance of Porter and Lawler Model The Porter-Lawler theory is a more complete theory
because it stresses: (1) intrinsic and extrinsic rewards, (2) task requirements and ability, and (3)
the perceived fairness of rewards.