| In the past, employees were not given much of a | | | | separate groups of factors that had a strong impact |
| thought, not more than just another input into the | | | | on motivation. His first group of factors were the |
| production of goods and services. Employee | | | | hygiene factors which consisted of factors such as |
| motivation was not the main concern of the managers. | | | | the working conditions, quality of supervision, |
| However, as the time passed by the 'Hawthorne | | | | salary,status,safety, company policies, and |
| Experiment' a research conducted by Elton Mayo in | | | | administration. He tends to believe that the hygiene |
| 1924, basically changed the way of thinking about the | | | | factors strongly influenced feelings of dissatisfaction |
| employees. the study of Elton Mayo pointed out the | | | | among the employees thus paving way to affect the |
| fact that money does not motivate employees to use | | | | job performance. However, he also went into point out |
| their full potential, but instead it is the employee | | | | that the presence of these factors will not basically |
| attitudes that keeps them going and linked with | | | | motivate the employees as such, but rather they are |
| behaviour. As a result, this gave rise to what is known | | | | necessary to have them right in the first place, if the |
| as the Human Relations approach to management | | | | organization intends to motivate the factors. The |
| which lead the managers to focus mainly on the needs | | | | second group of factors identified by hertzberg were |
| of employees and thus finding ways to motivate them. | | | | the motivating factors. These included factors such as |
| Even though the managers began to concentrate on | | | | recognition,achievement, responsibility, interesting job, |
| motivating employees thereafter, this was not an easy | | | | growth and advancement to higher level tasks etc. |
| task to do, as understanding the employees and | | | | Accordingly, he went into say that these factors do |
| motivating them needed careful consideration. If not so | | | | bring job satisfaction among employees which will |
| ever, then the time and money spent on motivating | | | | eventually lead to employee motivation. |
| employees may be of no use to the organization or | | | | Vroom's Expectancy theory |
| the employee, if the employees were motivated the | | | | Another theory that explained what basically |
| wrong way.As a result, to understand the whole | | | | motivated the employees was the Expectancy theory |
| concept of motivation and help the managers carry | | | | of Victor Vroom in 1964. Actually Vroom believed that |
| out the strategy, it is important to look into the theories | | | | employee effort will pave the way for job |
| of motivation, which developed soon after the study of | | | | performance and thus job performance will lead to |
| the Hawthorne Experiment. | | | | rewards. In other words, he highlighted the fact that |
| The motivation theories developed, as a result of the | | | | employees tend to believe that by putting effort it will |
| researches carried out by the theorists focusing | | | | lead to a good performance and likewise because of |
| understanding what motivated employees and how | | | | the good performance they will be rewarded. It is |
| they were motivated. Hence so, let us have a closer | | | | these rewards that motivate the employees. If the |
| look at four of the good motivational theories that | | | | rewards are positive and welcoming , then obviously |
| explains what motivates employees, in order to | | | | the employees will be motivated, or else if they turn |
| understand and do the best possible way to motivate | | | | out to be negative or not attractive then the chances |
| them. | | | | of employees being de-motivated are very high indeed. |
| Maslow's Hierarchy of needs Theory | | | | Adam's Equity Theory |
| Maslow's hierarchy of needs theory is one of the | | | | Adam's Equity theory is a motivation theory that points |
| important theories that provide an insight to understand | | | | out the fact that the mangers should seek a fair |
| what basically motivates employees and how it should | | | | balance between the employees' inputs( effort, loyalty, |
| be done if the employees are to be motivated. | | | | hard work, sacrifice, etc) and their outputs ( |
| Maslow identified five levels of needs. They are, | | | | recognition, status, salary, status etc), in order to |
| Self Actualization ( level 5 - highest level) | | | | motivate employees( Adams, 1965). He also stated |
| Esteem ( level 4 ) | | | | that it is very vital to make the employee feel that he |
| Social belonging & love needs ( level 3)safety ( | | | | is treated fairly if the managers are to achieve positive |
| level 2 ) | | | | outcomes and motivate the employees effectively. |
| Physiology ( level 1 - lowest level) | | | | However, if the employees tend to feel that they have |
| These five levels of needs have to be satisfied if the | | | | been treated unfairly meaning to say that their inputs |
| employees are to be motivated. In other words, it is | | | | are greater than the outputs, then they will be |
| said that motivation is thus driven by the existence of | | | | de-motivated.Ans this will no doubt reduce their inputs |
| these unsatisfied needs. Maslow pointed out the fact | | | | such as effort and hard work etc. |
| that, in order to motivate the employees, first of all the | | | | In conclusion, the tasks of the managers to motivate |
| lower level of needs have to be met before the next | | | | the employees are indeed not that easy.This is |
| higher level of needs. What he meant by this was that | | | | because each and every employee has got their very |
| only once the lower level of needs have been satisfied | | | | own needs that tend to motivate them. However, the |
| the employee will be motivated to satisfy the | | | | managers need to have some sort of aknowledge |
| next higher level of needs. For example, an is | | | | that will help them to understand the employees well |
| at the lowest level of the hierarchy will only be | | | | and think of better ways of motivating them. This is |
| motivated by a good pay well enough to afford his | | | | where the motivational theories come into |
| basic needs rather than safety of his work area and | | | | considertaion. It is these theories that provide an |
| stability of the job etc. As a result, the hierarchy of | | | | explanation of how to motivate them based on what |
| needs theory highlights the fact that employees do | | | | motivates them. The Hierarchy of needs theory and |
| differ from each other, and if they are to be motivated | | | | Hertzberg's two factor theory deals with explaining |
| it is thus vital to look into their needs first and then | | | | how the employees are to be motivated by way of |
| come up with the suitable motivation techniques | | | | looking into their needs. On the other hand, Adams |
| effectively. | | | | theory also helps the managers to understand |
| Hertzberg's Two Factor Theory | | | | that a fair balance between inputs and outputs of |
| The Hertzberg's two factor theory is another vital | | | | employees are important. The Expectancy theory too |
| theory that provides the managers with a clear | | | | shows that rewards tend to motivate the employees. |
| understanding to how the employees could be | | | | However, overall all motivation theories do state that |
| motivated. He also pointed out the fact that motivating | | | | rewarding and recognising employees are important in |
| employees are not just possible without the presence | | | | order to motivate employees thus acting as the |
| of intrinsic factors. | | | | foundation to motivate employees. |
| According to Hertzberg, he basically identified two | | | | |