Motivation Theories

Theory of Motivation

Abraham Maslow

Abraham Maslow’s theory of motivation dealing with employees had set the hierarchy for the five sets of goals which are also called the basic needs; the physiological, safety, love, esteem, and self-actualization or self-fulfillment.

In summary, the employee’s basic needs are same as the entirely basic needs of all humans. The importance of the needs should be satisfied or being replaced by safety and protection against the danger or deprivation.

When the needs are satisfied, there is a self-esteem need, the desire for self-esteem and self-respect is also affected y their reputation, and need for recognition and appreciation. The need for self-actualization or desire for self-fulfillment will push an employee for development, creativity and job satisfaction. The management reward system has attempted to satisfy the employees’ needs for safety and security, and the threat to a worker or his family.

From a training or educational perspective, you can use the five levels of motivation that Maslow identified to focus your efforts in encouraging learners to accomplish established learning goals and to reward them for successes. Maslow’s Hierarchy of Needs addresses the basic needs must be fulfilled before any other level can be attained because the first level involves basic survival issues.

The key to successfully applying Maslow’s theory or any other motivation concepts is to remember that what motivates one person does not necessarily motivate another. In fact, some motivators might actually de-motivate a learner. Consider all learners when designing and using strategies in your sessions. Make sure that you provide a wide spectrum of rewards, incentives, and opportunities so that you appeal to all levels of learning need.

Frederick Taylor

Frederick Taylor’s Principle of Scientific Management described to apply the scientific method to the employees to improve productivity. The scientific management methods are optimizing the way that tasks by simplifying the jobs enough to train the workers in the best way it could be.

The scientific management’s idea was to perform the job in full skill and they can make their own decisions. Meanwhile, the other simplified jobs could be performed by the average employee can be easily converted or trained in a specified way.

The productivity is the main interest of Taylor’s theory of motivation. Every career of every individual lies in the hands of their own productivity and skills. The principles of Scientific Method revolve in the train and development on each worker that eventually can leave the employees train their own.

The cooperation with other workers to ensure the development methods, as well as, the division of work nearly equal between the managers and workers is being emphasized. The management principles of planning the work and the workers can actually perform the tasks.

The cornerstone of scientific management is prosperity for employer and employee. The object of management should secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee. The work of Taylor emphasizes the management to take on new responsibilities to develop a science for each element of man’s work. The select and train, teach and develop are the beginning of the employee in tracking the work-related opportunities.

Conclusion

The motivation of employees relies in focusing the employee characteristics and organizational environment. The employee characteristics have determinants of work motivation that are the employee motives and job satisfaction. The employee motives represent what employees want or expect from their jobs, job satisfaction reflects the employees’ reactions to what they will receive. The majority of work motivation is from the perspective of need-based or drive-based theories in which the individual needs, values, and preferences.

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