One of the main tasks of a manager is to motivate his employees. To bring up this motivation, there are some motivational theories that can help him. In this article you will find out how these motivation theories work and what are the most common ones.
Motivation theories – meaning
A team is often only as strong as its weakest link. Unmotivated and bored employees can lower the morale of the entire team. Therefore, a good manager must know how to motivate his people in order to keep the processes in a company running. The usual motivation theories help here.
The motivation theories usually come from psychology and have been expanded for the operational context. Almost all theories assume that humans have needs and that needs must be satisfied in order for the individual to be happy. As a manager, you can ask two central questions, although the answers may vary depending on the theory used. The two questions are:
- Which needs are motivating?
- How do needs and opportunities to satisfy needs affect the motivation to act?
Modern motivation theories
In economics, there are countless motivation theories that are applied. In most cases, however, these are just modifications of the most common theories. These are:
Almost all models take various motivational factors into account. These consist of intrinsic factors (striving for responsible and important work, freedom of choice, personal development opportunities and interesting work content) and extrinsic factors (salary increases, commendations, promotions, but also punishments such as salary reductions or disciplinary measures).
In reality, it is often not one theory that applies, but a mixture of several. Successful managers therefore always consider several motivational theories.
Maslow’s hierarchy of needs
One of the best-known theories, which is also often used in other disciplines, is Maslow’s hierarchy of needs. According to Maslow, there are different types of needs. These are arranged hierarchically in a pyramid. At the bottom are the needs that most urgently need to be satisfied.
The prerequisite for striving for a higher need is the satisfaction of the lower need. People only strive for security in their own homes when they are full and no longer thirsty, i.e. when their basic physiological needs have been met. A person who has nothing to eat and drink does not yet demand appreciation, but primarily wants to ensure their survival. You always work to satisfy the next need. This then determines the work motivation.
The needs can be divided into two categories. On the one hand there are deficit needs (physiological needs, security, social esteem) and on the other hand growth needs (self-actualization). The deficit needs can be satisfied if the person gets enough of this good. The growth needs can never be completely satisfied. Since a human being never attains complete self-realization. Employees who are in the self-realization stage show the highest motivation.
On the following figure you can see the hierarchical order and the affiliation of the needs.
Figure 1: Maslow’s needs pyramidSource: (own illustration)
Today there are several extensions or modifications of Maslow’s hierarchy of needs, such as: B. the ERG theory according to Alderfer or the theory of learned motivation according to McClelland. However, these are not relevant in the school context.
Herzberg’s two-factor theory
In Herzberg’s two-factor theory, there are two types of needs.
- On the one hand there are the satisfaction factors or also called motivators. Examples of this can be success, growth and opportunities for advancement. If no motivators are used, the person has no satisfaction. Only through the increasing use of motivators are people satisfied and thus motivated.
- On the other hand, the dissatisfaction factors or also called hygiene factors. Examples include reward, security or recognition. If no hygiene factors are used at all, people are dissatisfied. If the use of hygiene factors increases, people are happier.
Herzberg’s theory is a good explanation of why money alone is not enough of a motivator. At a certain point, people no longer need money (hygiene factor), but strive for recognition and progress at work.
Condition
many hygiene factors
few hygiene factors
many motivators
Employees are motivated and satisfied Ideal state
Employees are motivated, but not satisfied
few motivators
Employees are satisfied, but not motivated
Employees are unmotivated and dissatisfied
Scientific Management (Taylorism)
According to Taylor’s scientific management, people are only motivated by a single incentive: money. A form of assembly line work develops through the division of labor and specialization. This monotonous work is paid according to performance, the so-called piece rate.
This model is in direct contradiction to Herzberg’s model. More money means more performance and motivation. The model is also heavily criticized today, since it only sees humans as machines and the monotonous work gradually degenerates humans. The only benefit the job brings is making money. Other psychological and physiological needs are also taken into account in the other models.
human relation movement
The human relations movement emerged as a counterweight to Taylorism. The work performance is directly influenced by the social structure (work, company, company community). If the interpersonal relationships of a group are satisfied, such as friendships at work or just good togetherness, work performance increases noticeably. This means that the economic success of a company is directly related to the social satisfaction of its individual members. This theory assumes that the most important needs are the social needs on Maslow’s hierarchy of needs.
In modern personnel psychology, a distinction is made between two types of people. Type X must be forced to work, and this is where Taylorism is most easily applied. Type Y values work and is self-motivated to work. He/She works best with the human relation approach. Most people cannot be directly assigned to any type and are therefore type Z. You are only type Y if the work really fulfills you.
Human Resources
The Human Resources approach assumes that the possibility of self-actualization (according to Maslow the highest level) is the means that elicits the highest work performance from people. Ideally, the goals of the individual should be in line with the goals of the company.
In concrete terms, this model should give the employees their own scope for decision-making, in which they can implement their own ideas. The prerequisites for this are that a lot of trust is placed in the individual and that the flow of information from top to bottom in the company is very high.
Comparison of motivation theories
theory
Which needs are motivating?
How do needs and opportunities to satisfy needs affect the motivation to act?
Maslow’s theory
The unsatisfied need on the pyramid
Man always strives to be on a better level and this motivates him to keep going. Self-actualization will never be completely fulfilled and can motivate a person forever.
Herzberg’s two-factor theory
Motivators (such as success, growth, or opportunity for advancement)
The motivators provide lasting motivation, but not satisfaction. In this model, dissatisfied employees can also be motivated.
Scientific Management (Taylorism)
money
More performance leads to more money, increasing income leads to more motivation
human relation movement
interpersonal contacts
A good social structure leads to more motivation
Human Resources
Self-realizationThe opportunity to realize your own ideas leads to an increase in performance.