Applying motivation theories to employee groups in a fictitious organization

Motivational Theories for Various Employee Groups

The force that initiates certain behavior in a person is also called motivation. Motivational theories have been developed by researchers using various mechanisms like state of mind, basic needs, desires and goals of a person.

Two-Factor Theory (Herzberg)

The two-factor theory was published in 1959 by Herzberg after doing a research on the job attitudes for five years. Two different factors affect job satisfaction and job dissatisfaction, as the theory states. Thus, dissatisfaction and satisfaction should not be measured using the same continuum. The two motivating factors of the theory are motivation and hygiene factors. Motivation factors produce positive satisfaction to an employee, they are mainly intrinsic conditions e.g. responsibility, recognition, challenging work and achievement. Hygiene factors are extrinsic job conditions and absence of these results in job dissatisfaction e.g. working conditions, company policies, pay, supervision, job security, status and fringe benefits Sutaria, 1980()

For salespeople, this theory would be most effective for them as salespeople are constantly seeking to be recognized for the sales they make for the company, the responsibility accorded to them and the challenges that come about when trying to make a sale. No matter the situation they enjoy challenges, and if the supervisor can be able to map out the abilities of each individual salesperson to their ability will ensure the company achieves it set out targets and the salespeople are always highly motivated to succeed in their work.

To ensure that the salespeople are not dissatisfied while working the company needs to ensure that its policies are accommodating, and they are not straining to its employees, salespeople get commissions for the sales they bring. Supervisors should be able to adapt to the levels of employees to ensure that they utilize the full potential of the employee. Responsibilities assigned should be based on the levels of the salesperson's ability to accomplish them. More responsibilities should be assigned to employees who demonstrate high levels of ability. This will ensure that an employee is fully utilized, and they will not feel any job dissatisfaction.

Equity theory (Adams)

This model was developed by John Stacey Adams in 1963. The model states that the employees try to ensure that what they input or bring to the job is equal to what they receive or their outcomes Shore, Sy, & Strauss, 2006.

Employees will always endeavor to ensure that there is equity between their coworkers and themselves. If an employee feels they are over-rewarded or under-rewarded, the employee will attempt to restore balance to ensure there is no distress in their work. In most cases, equity or inequity is mostly caused by the amount of money an employee receives either hourly or monthly wage.

Equity theory would be most effective when used for production workers. As workers are working close by to one another, there will be the tendency for them to attempt to match their overall production to that of their peers. It is assumed that using this model the slow workers will increase their efforts so that to match that of the fast workers and the effort of the faster workers will decrease to match that of the slow workers.

To ensure that the faster or hardworking workers do not get demotivated to reduce their efforts the management of the company will need to motivate them by giving them more pay for the extra production they make. This increase in pay will also motivate the slow workers to increase their ability to match that of the fast workers. The increase will not only be for the increase in pay but so that they do not feel guilty that they are been overpaid yet they are not performing as expected. Research has shown that employees who produce more are generally the ones who are over-rewarded and highly motivated. The ones who produce few are the ones who are under-rewarded and less motivated.

Maslow's hierarchy of needs

This theory is usually portrayed as a pyramid where the most fundamental needs are placed at the bottom. For motivation to be achieved, there are some essential human needs that need to be satisfied. For employees to achieve their self-actualization needs, employers are encouraged to provide a conducive environment for work.

Administrative staffs are the motivators to the other staff members of the company, but it is important that they are also motivated and the most effective motivation model for them is Maslow's hierarchy of needs. To motivate the administration staff, the company, will need to ensure that their basic fundamental needs are satisfied. These needs include clothing, shelter, food, water, air, and sex. Safety needs come second after the employees have satisfied their basic fundamental needs. The employers ensure that they have satisfied these needs by providing the administrative staff with a basic salary. The desire to have a social life and feel like they do actually belong in the company comes after physiological and safety needs. Each person needs to feel they belong, they are loved by other employees, and they love them back. The love shared does not necessarily have to sexual in nature. Depression, loneliness and social anxiety are the likely results if an employee does not receive these elements Gratton, 1980.