Motivation Theories: Herzberg, McClelland & Vroom (CIE A Level Business)

• Herzberg's theory suggests that there are two types of factors that affect employee motivation and job satisfaction - hygiene factors and motivators
  • Hygiene factors are elements that do not necessarily lead to job satisfaction, but their absence can cause dissatisfaction, which decreases motivation e.g poor teamwork in the workplace
  • Motivators are elements that lead to job satisfaction and motivation, e.g. increased responsibility
     

Diagram: Herzberg's Two Factor Theory

An explanation of how the lack of hygiene factors causes dissatisfaction while addressing the motivators increases satisfaction. Increased satisfaction leads to increased productivity and profitability

 

How businesses can use hygiene factors to decrease dissatisfaction

Pay fair wages/salaries

• If an employee is not paid a fair wage for their work, they may become dissatisfied and demotivated

Offer excellent working conditions

• If the workplace is dirty, unsafe, or uncomfortable, employees may become dissatisfied and demotivated, e.g Google has a reputation for providing amazing workplaces which include gourmet restaurants, laundry services and dog care

Offer employment contracts which provide job security

• If employees feel that their job is not secure, they may become anxious and demotivated and contribute less to the business goals

How businesses can use motivating factors to increase satisfaction

Build a recognition and rewards culture

• When employees are recognised and rewarded for their hard work, they are motivated to continue performing well e.g. Sales person of the month award

Offer opportunities for growth and development

• When employees are given opportunities to learn new skills and advance in their careers, they are motivated to continue working for the company, e.g. by setting in place a 3 year growth plan which helps the worker move towards a desired job role

Provide challenging work which requires problem solving

• When employees are given challenging work that allows them to use their skills and abilities, they are motivated to continue performing well

• McClelland's Acquired Needs Theory focuses on the needs that individuals develop over time
• It explains how these needs influence their motivations and behaviour
• People have three acquired needs that drive their actions and choices in the workplace and in life
   

A Summary of McLelland's Acquired Needs

Type of Need	Achievement Need (nAch)	Affiliation Need (nAff)	Power Need (nPow)
Motivations	Desire to excel & achieve challenging tasks   Setting & achieving personal goals	Forming positive relationships   Being happy within the workplace	Desire to influence & control others/situations   Bring out the best in others/teams
Behaviours	Seek success and take calculated risks   Appreciate feedback on their performance   Enjoy tasks that require problem-solving   Driven by a sense of accomplishment	Seek approval, acceptance and social interaction   Avoid conflict   Prioritise harmony in their interactions   Desire for cooperation and collaboration	Seek leadership positions Enjoy being in control of their environment McClelland identified two types of power needs: Personal power is the desire to control others Institutional power is the desire to influence and shape organisations/systems

 

• The relative strength of these needs varies among individuals
• They can be developed over time through life experiences, upbringing and cultural influences
• Understanding individuals' dominant need can help employers tailor their approach to employee motivation and management

 

Strengths of McLelland's Acquired Needs Theory

• The model is easy to understand & apply
  
  • Helps managers to motivate employees in various situations
    
    
• Recognises that people have varying needs & motivations
  
  • Managers can create more effective motivational strategies
    
    
• Based on extensive research
  
  • McClelland's research was conducted in various cultural contexts so it can be applied in different settings

Weaknesses of McLelland's Acquired Needs Theory

• Does not account for the complexity of human behaviour
  • Can be influenced by a wide range of personal and environmental factors
     

• The model may oversimplify workers' motivations

  • People often have a combination of the three needs
      

• Limited evidence supports the specific needs identified in the theory
  • Achievement, affiliation and power are not universally agreed upon as the primary drivers of behaviour

• Vroom's Expectancy theory seeks to explain why people make choices and behave in specific ways
• It assumes that people will choose to maximise pleasure and minimise pain and will behave in a way that results in the best outcome or reward

• It suggests that motivation depends on these three factors working together

  • Expectancy is the belief that effort leads to performance

  • Instrumentality is the belief that performance leads to outcomes

  • Valence is the value or desirability of those outcomes

Diagram: Vrooms Expectancy Theory 

 Vroom suggests that motivation depends on the three factors of expectancy, instrumentality and valence
 

The Three Components of Vroom's Expectancy Theory

Expectancy	Instrumentality	Valence
Effort will lead to successful performance If a worker believes that hard work will result in achieving a specific goal, they are likely to be motivated to put in that effort	Successful performance will be rewarded If a worker is confident that hard work will lead to a desirable outcome or reward, they are more likely to be motivated to perform well	The potential outcome is desirable The more valuable or appealing the outcome, the more motivated workers are to achieve it

 

• Where low motivation is identified, managers may take steps to improve one or more of the components for individuals
• These steps may include: 
  • Improve training and development to increase the expectancy score
  • Increase trust between management and workers by ensuring that promises are kept - this may increase the instrumentality score
  • Widen the package of rewards available for good performance to improve the valence score

Strengths of Expectancy Theory

• The theory takes into account personal differences and considers them when explaining motivation
• A clear and logical framework for understanding motivation by breaking it down into three key components
• It emphasises the importance of involving employees in the goal-setting process

Weaknesses of Expectancy Theory

• The theory is based on subjective perceptions and beliefs so it may not always accurately predict behaviour
• Individuals' perceptions and values can vary
• It provides a framework for understanding motivation rather than making precise predictions