1. McClellands Theory of Need's
1.1. Achievement
1.1.1. Has a strong need to set and accomplish challenging goals.
1.1.1.1. McClelland says that, regardless of our gender, culture, or age, we all have three motivating drivers, and one of these will be our dominant motivating driver. This dominant motivator is largely dependent on our culture and life experiences.
1.1.2. Likes to receive regular feedback on their progress and achievements.
1.1.2.1. Takes calculated risks to accomplish their goals.
1.1.3. Often likes to work alone.
1.2. Affiliation
1.2.1. Wants to belong to the group.
1.2.2. Wants to be liked, and will often go along with whatever the rest of the group wants to do.
1.2.3. Favors collaboration over competition.
1.2.4. Doesn't like high risk or uncertainty.
1.3. Power
1.3.1. Wants to control and influence others.
1.3.2. Likes to win arguments.
1.3.3. Enjoys competition and winning.
1.3.4. Enjoys status and recognition.
2. Skinner's Operant Conditioning
2.1. According to this principle, behavior that is followed by pleasant consequences is likely to be repeated, and behavior followed by unpleasant consequences is less likely to be repeated.
2.1.1. Neutral operants: responses from the environment that neither increase nor decrease the probability of a behavior being repeated.
2.1.2. Reinforcers: Responses from the environment that increase the probability of a behavior being repeated. Reinforcers can be either positive or negative.
2.1.2.1. Positive reinforcement strengthens a behavior by providing a consequence an individual finds rewarding.
2.1.2.2. Negative reinforcement, the removal of an unpleasant reinforcer can also strengthen behavior.
2.1.3. Punishers: Responses from the environment that decrease the likelihood of a behavior being repeated. Punishment weakens behavior.
3. Herzberg's Motivators and Hygiene Factors
3.1. Motivators
3.1.1. The presence of motivators causes employees to work harder. They are found within the actual job itself.
3.1.1.1. Achievement: A job must give an employee a sense of achievement. This will provide a proud feeling of having done something difficult but worthwhile.
3.1.1.2. Recognition: A job must provide an employee with praise and recognition of their successes. This recognition should come from both their superiors and their peers.
3.1.1.3. The work itself: The job itself must be interesting, varied, and provide enough of a challenge to keep employees motivated.
3.1.1.4. Responsibility: Employees should “own” their work. They should hold themselves responsible for this completion and not feel as though they are being micromanaged.
3.1.1.5. Advancement: Promotion opportunities should exist for the employee.
3.1.1.6. Growth: The job should give employees the opportunity to learn new skills. This can happen either on the job or through more formal training.
3.2. Hygiene factors
3.2.1. The absence of hygiene factors will cause employees to work less hard. Hygiene factors are not present in the actual job itself but surround the job.
3.2.1.1. Company policies: These should be fair and clear to every employee. They must also be equivalent to those of competitors.
3.2.1.2. Supervision: Supervision must be fair and appropriate. The employee should be given as much autonomy as is reasonable.
3.2.1.3. Relationships: There should be no tolerance for bullying or cliques. A healthy, amiable, and appropriate relationship should exist between peers, superiors, and subordinates.
3.2.1.4. Work conditions: Equipment and the working environment should be safe, fit for purpose, and hygienic.
3.2.1.5. Salary: The pay structure should be fair and reasonable. It should also be competitive with other organizations in the same industry.
3.2.1.6. Status: The organization should maintain the status of all employees within the organization. Performing meaningful work can provide a sense of status.
3.2.1.7. Security: It is important that employees feel that their job is secure and they are not under the constant threat of being laid-off.
4. Vroom's Expectancy Theory
4.1. Vroom's expectancy theory assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain.
4.2. 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:
4.2.1. Having the right resources available (e.g. raw materials, time)
4.2.2. Having the right skills to do the job
4.2.3. Having the necessary support to get the job done (e.g. supervisor support, or correct information on the job)
4.3. 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:
4.3.1. Clear understanding of the relationship between performance and outcomes – e.g. the rules of the reward 'game'
4.3.2. Trust in the people who will take the decisions on who gets what outcome
4.3.3. Transparency of the process that decides who gets what outcome
4.4. Valence is the importance that the individual places upon the expected outcome. For the valence to be positive, the person must prefer attaining the outcome to not attaining it. For example, if someone is mainly motivated by money, he or she might not value offers of additional time off.
4.4.1. The three elements are important behind choosing one element over another because they are clearly defined: effort-performance expectancy (E>P expectancy) and performance-outcome expectancy (P>O expectancy).
4.4.2. E>P expectancy: our assessment of the probability that our efforts will lead to the required performance level.
4.4.3. P>O expectancy: our assessment of the probability that our successful performance will lead to certain outcomes.
5. Theory X and Theory Y
5.1. Theory X
5.1.1. Managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks.
5.1.1.1. Dislike their work.
5.1.1.2. Avoid responsibility and need constant direction.
5.1.1.3. Have to be controlled, forced and threatened to deliver work.
5.1.1.4. Need to be supervised at every step.
5.1.1.5. Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals.
5.2. Theory Y
5.2.1. Managers have an optimistic, positive opinion of their people, and they use a decentralized, participative management style. This encourages a more collaborative , trust-based relationship between managers and their team members.
5.2.1.1. Happy to work on their own initiative.
5.2.1.2. More involved in decision making.
5.2.1.3. Self-motivated to complete their tasks.
5.2.1.4. Enjoy taking ownership of their work.
5.2.1.5. Seek and accept responsibility, and need little direction.
5.2.1.6. View work as fulfilling and challenging.
5.2.1.7. Solve problems creatively and imaginatively.