Motivational Theories in the Workplace: Analysis and Examples

Introduction

Motivational theories certainly have their time and place. Beyond that, they probably work better for some people than others, and the situation and context are obviously relevant. What motivates people depends on their feelings, preferences, environment, and reactions to what is happening around them. Even so, several theories are reviewed in this paper, along with a reaction to how effective they might be. Additionally, a number of personal examples are offered to illustrate the points made. Not all motivational approaches work in all situations, and the person doing the motivating — and what they bring to the table in terms of experience and reputation — matters a great deal. While some motivational theories are generally effective, assuming that they will work in any given situation is simply not sound practice.

Transformational Leadership and Communication

When it comes to the idea of a transformational leader as forwarded by Benson, high-minded talk only goes so far. At the end of the day, there has to be some substance behind a leader for that leader to be effective. For example, if a leader talks a good game but knows little to nothing about the real-world jobs and tasks that his or her subordinates complete, that is not going to come across well. One might rightfully question whether that leader will make the right decisions given the apparent lack of information and context. While businesses bring in managers all the time for their leadership skills and emotional intelligence, that is simply not enough in certain situations. A leader could and should know the nuts and bolts of the jobs involved, because those leaders will be making decisions about who is hired, who is not, whether overtime is granted, whether new positions are needed, whether current staffing levels are excessive, and so forth. If they do not know the job well, it is difficult to see how they will make those decisions effectively unless they take in a great deal of feedback and observation before acting (Benson, 2015).

In keeping with the point about transformational leaders, the same could be said about Nistorescu's work on the general topic of organizational communication. A manager or leader who is skilled at communicating and drawing out needed information would perhaps be more open to taking in proper feedback and opinions before making a decision that could impact many people. Beyond that, there may be cultural or language barriers to overcome, and a communication-driven leader would be a considerable asset in such situations (Nistorescu, 2012).

Employee Satisfaction and Expectancy Theory

When it comes to the work of Pignatelli, that article focuses on the drivers of employee satisfaction and employee performance. Any manager who truly wants to understand what drives employees and keeps them engaged would do well to pay close and genuine attention to what those employees say. So long as the manager responds based on what employees actually say and feel — rather than on what the manager wants them to say or feel — things should go well for everyone involved (Pignatelli, 2015).

The central insight to draw from Quick's work is that employees and employers need to operate on a symbiotic basis, because any other arrangement is unlikely to work out well. Employers have a right to expect compliance from employees, but they must be reasonable, fair, and attentive to employee needs. Employees, in turn, need to understand that the employer has work that must be accomplished and will look elsewhere if that work is not provided. However, employees should recognize that the employer is not some adversarial entity and is generally open to a mutually beneficial arrangement, which can be found through adequate dialogue. This framework aligns closely with expectancy theory, which holds that individuals are motivated when they believe their effort will lead to valued outcomes (Quick, 1988).

Conclusion

Motivational theories have their place, but they cannot replace the context and facts that truly exist in a given situation. Managers cannot force the proverbial square peg into the round hole simply to keep costs down or maintain some theoretical sense of control when the reality of the situation calls for something different. Beyond that, cutting resources to the bone and prioritizing efficiency above all else tends to make things messier and ultimately hurts both the bottom line and employee morale.