05-20-2014, 03:22 PM
Three main theories of motivation:
Hierarcy of Needs
Psychologist Abraham Maslow developed this theory. It places human needs into five categories ranging from basic survival needs like food and shelter to the need for self-actualization. According to Maslow, once one need is satisfied, an individual seeks to achieve the next level. When applied to work, the theory implies that you the employer must understand the current need level of each employee to know what will motivate them. A new hire who has been unemployed for an extended time will likely be motivated by the need for basic survival. On the other hand, a worker concerned with career advancement may be looking to achieve self-actualization, so assigning higher-level tasks may be in order.
Carrot and Stick
This traditional motivational theory, attributed to philosopher Jeremy Bentham, dates back to around 1800 during the Industrial Revolution. It breaks down motivation into two basic components: incentives and fear. Some workers are motivated by the desire to attain additional compensation, a yearning to achieve status and power by "moving up the ladder," or the need for praise. But some workers act out of fear: the fear of losing a job, being reprimanded by a supervisor or not being able to adequately perform an assignment.
Also known as the Two Factory theory, Frederick Herzberg developed this in 1959. It postulates that different factors in the work environment result in either satisfaction or dissatisfaction; Herzberg referred to these as "hygiene" factors. Factors that lead to satisfaction include achievement, recognition and advancement, while those causing dissatisfaction include work conditions, salary and peer relationships. In general, the theory puts forth that supervisors must be able to effectively manage factors leading to satisfaction and dissatisfaction to successfully motivate employees. Management must look for ways to provide job enrichment for workers.
Hierarcy of Needs
Psychologist Abraham Maslow developed this theory. It places human needs into five categories ranging from basic survival needs like food and shelter to the need for self-actualization. According to Maslow, once one need is satisfied, an individual seeks to achieve the next level. When applied to work, the theory implies that you the employer must understand the current need level of each employee to know what will motivate them. A new hire who has been unemployed for an extended time will likely be motivated by the need for basic survival. On the other hand, a worker concerned with career advancement may be looking to achieve self-actualization, so assigning higher-level tasks may be in order.
Carrot and Stick
This traditional motivational theory, attributed to philosopher Jeremy Bentham, dates back to around 1800 during the Industrial Revolution. It breaks down motivation into two basic components: incentives and fear. Some workers are motivated by the desire to attain additional compensation, a yearning to achieve status and power by "moving up the ladder," or the need for praise. But some workers act out of fear: the fear of losing a job, being reprimanded by a supervisor or not being able to adequately perform an assignment.
Also known as the Two Factory theory, Frederick Herzberg developed this in 1959. It postulates that different factors in the work environment result in either satisfaction or dissatisfaction; Herzberg referred to these as "hygiene" factors. Factors that lead to satisfaction include achievement, recognition and advancement, while those causing dissatisfaction include work conditions, salary and peer relationships. In general, the theory puts forth that supervisors must be able to effectively manage factors leading to satisfaction and dissatisfaction to successfully motivate employees. Management must look for ways to provide job enrichment for workers.
Three main theories of motivation:
Hierarcy of Needs
Psychologist Abraham Maslow developed this theory. It places human needs into five categories ranging from basic survival needs like food and shelter to the need for self-actualization. According to Maslow, once one need is satisfied, an individual seeks to achieve the next level. When applied to work, the theory implies that you the employer must understand the current need level of each employee to know what will motivate them. A new hire who has been unemployed for an extended time will likely be motivated by the need for basic survival. On the other hand, a worker concerned with career advancement may be looking to achieve self-actualization, so assigning higher-level tasks may be in order.
Carrot and Stick
This traditional motivational theory, attributed to philosopher Jeremy Bentham, dates back to around 1800 during the Industrial Revolution. It breaks down motivation into two basic components: incentives and fear. Some workers are motivated by the desire to attain additional compensation, a yearning to achieve status and power by "moving up the ladder," or the need for praise. But some workers act out of fear: the fear of losing a job, being reprimanded by a supervisor or not being able to adequately perform an assignment.
Also known as the Two Factory theory, Frederick Herzberg developed this in 1959. It postulates that different factors in the work environment result in either satisfaction or dissatisfaction; Herzberg referred to these as "hygiene" factors. Factors that lead to satisfaction include achievement, recognition and advancement, while those causing dissatisfaction include work conditions, salary and peer relationships. In general, the theory puts forth that supervisors must be able to effectively manage factors leading to satisfaction and dissatisfaction to successfully motivate employees. Management must look for ways to provide job enrichment for workers.
Three main theories of motivation:
Hierarcy of Needs
Psychologist Abraham Maslow developed this theory. It places human needs into five categories ranging from basic survival needs like food and shelter to the need for self-actualization. According to Maslow, once one need is satisfied, an individual seeks to achieve the next level. When applied to work, the theory implies that you the employer must understand the current need level of each employee to know what will motivate them. A new hire who has been unemployed for an extended time will likely be motivated by the need for basic survival. On the other hand, a worker concerned with career advancement may be looking to achieve self-actualization, so assigning higher-level tasks may be in order.
Carrot and Stick
This traditional motivational theory, attributed to philosopher Jeremy Bentham, dates back to around 1800 during the Industrial Revolution. It breaks down motivation into two basic components: incentives and fear. Some workers are motivated by the desire to attain additional compensation, a yearning to achieve status and power by "moving up the ladder," or the need for praise. But some workers act out of fear: the fear of losing a job, being reprimanded by a supervisor or not being able to adequately perform an assignment.
Also known as the Two Factory theory, Frederick Herzberg developed this in 1959. It postulates that different factors in the work environment result in either satisfaction or dissatisfaction; Herzberg referred to these as "hygiene" factors. Factors that lead to satisfaction include achievement, recognition and advancement, while those causing dissatisfaction include work conditions, salary and peer relationships. In general, the theory puts forth that supervisors must be able to effectively manage factors leading to satisfaction and dissatisfaction to successfully motivate employees. Management must look for ways to provide job enrichment for workers.
Hierarcy of Needs
Psychologist Abraham Maslow developed this theory. It places human needs into five categories ranging from basic survival needs like food and shelter to the need for self-actualization. According to Maslow, once one need is satisfied, an individual seeks to achieve the next level. When applied to work, the theory implies that you the employer must understand the current need level of each employee to know what will motivate them. A new hire who has been unemployed for an extended time will likely be motivated by the need for basic survival. On the other hand, a worker concerned with career advancement may be looking to achieve self-actualization, so assigning higher-level tasks may be in order.
Carrot and Stick
This traditional motivational theory, attributed to philosopher Jeremy Bentham, dates back to around 1800 during the Industrial Revolution. It breaks down motivation into two basic components: incentives and fear. Some workers are motivated by the desire to attain additional compensation, a yearning to achieve status and power by "moving up the ladder," or the need for praise. But some workers act out of fear: the fear of losing a job, being reprimanded by a supervisor or not being able to adequately perform an assignment.
Also known as the Two Factory theory, Frederick Herzberg developed this in 1959. It postulates that different factors in the work environment result in either satisfaction or dissatisfaction; Herzberg referred to these as "hygiene" factors. Factors that lead to satisfaction include achievement, recognition and advancement, while those causing dissatisfaction include work conditions, salary and peer relationships. In general, the theory puts forth that supervisors must be able to effectively manage factors leading to satisfaction and dissatisfaction to successfully motivate employees. Management must look for ways to provide job enrichment for workers.
Three main theories of motivation:
Hierarcy of Needs
Psychologist Abraham Maslow developed this theory. It places human needs into five categories ranging from basic survival needs like food and shelter to the need for self-actualization. According to Maslow, once one need is satisfied, an individual seeks to achieve the next level. When applied to work, the theory implies that you the employer must understand the current need level of each employee to know what will motivate them. A new hire who has been unemployed for an extended time will likely be motivated by the need for basic survival. On the other hand, a worker concerned with career advancement may be looking to achieve self-actualization, so assigning higher-level tasks may be in order.
Carrot and Stick
This traditional motivational theory, attributed to philosopher Jeremy Bentham, dates back to around 1800 during the Industrial Revolution. It breaks down motivation into two basic components: incentives and fear. Some workers are motivated by the desire to attain additional compensation, a yearning to achieve status and power by "moving up the ladder," or the need for praise. But some workers act out of fear: the fear of losing a job, being reprimanded by a supervisor or not being able to adequately perform an assignment.
Also known as the Two Factory theory, Frederick Herzberg developed this in 1959. It postulates that different factors in the work environment result in either satisfaction or dissatisfaction; Herzberg referred to these as "hygiene" factors. Factors that lead to satisfaction include achievement, recognition and advancement, while those causing dissatisfaction include work conditions, salary and peer relationships. In general, the theory puts forth that supervisors must be able to effectively manage factors leading to satisfaction and dissatisfaction to successfully motivate employees. Management must look for ways to provide job enrichment for workers.