Organizational Leadership What Is Motivation & Motivation Theories Paper look at the attached document and just answer the following question:What is motiv

Organizational Leadership What Is Motivation & Motivation Theories Paper look at the attached document and just answer the following question:What is motivation? What are the characteristics of motivation? What are the similarities and differences among these motivation theories? Is there any theory you think is the most useful in explaining human behaviors? Theories of Motivation
Hierarchy of Needs Theory
Abraham Maslow (1954) is the author of possibly the most well-known theory of
motivation in the field. According to his theory, each human being has a
hierarchy of five needs which are
1 Physiological needs (hunger, thirst, living, clothing, sex, etc.);
2 safety needs (security from physical and emotional harm);
3 social needs (affection, belongingness, acceptance, love, and friendship);
4 esteem (self-respect, autonomy, and achievement); and,
5 self-actualization (growth, achieving one’s potential, and self-fulfillment).
Among these five categories, physiological and safety needs are classified as
lower-order, whereas social, esteem, and self-actualization needs are higherorder. Higher-order needs are satisfied internally and lower-order needs
externally. Although this theory has received wide recognition, particularly among
practicing managers, judgments concerning how such needs are satisfied,
especially by external sources have limited empirical research support.
ERG Theory of Motivation
Alderfer (1972) notes that there are three groups of core needs:
1 existence (survival and freedom from emotional and physical harm);
2 relatedness (association with others and belonging to certain organizations);
and
3 growth (achievement and realizing full potential).
Theory X and Theory Y
Douglas McGregor (1960) developed the Theory X and Theory Y. Theory X
assumes that people’s orientation toward work is basically negative; that is, they
dislike work, attempt to avoid it whenever possible, and are inherently lazy.
Therefore, employees need to be coerced, controlled, or threatened with
punishment to achieve desired levels of performance. Theory X further assumes
that most workers place security needs above all others, display little ambition,
and refrain from extra effort to help achieve organizational goals.
In contrast, Theory Y assumes that human beings are basically positive in their
orientation and attitudes toward work. Employees can view work as inherently
enjoyable, not to mention natural, and accordingly exercise self-direction and
self-control when opportunities to do so present themselves. They can learn to
accept, even seek, responsibility.
Two-Factor Theory
The Two-Factor Theory, also called Motivation-Hygiene (Intrinsic versus
Extrinsic) Theory, was developed by Frederick Herzberg (1954). Hertzberg
advanced the view that motivation in organizational settings is shaped by a
combination of intrinsic influences, such as desires for advancement, recognition,
responsibility, and achievement, and extrinsic factors, including supervision,
compensation, organizational policies, and general working conditions.
McClelland’s Theory of Needs
This theory advances the view that people have three basic needs that directly
affect their level of motivation and performance in organizations: achievement,
power, and affiliation (See McClelland, 1960). These needs are
1 achievement (excelling, achieving in relation to a set of standards, and striving
to succeed);
2 power (being able to make others behave in a way that they would not have
behaved otherwise, as well as the desire to have influence); and
3 affiliation (desire for friendly and close interpersonal relationships).
Goal-Setting Theory
Edwin Locke (1968) proposed that a major source of a person’s motivation at
work comes from his or her intention to work toward a goal. Goals define what
needs to be done and how much effort is necessary to produce desired
outcomes. Realistic and achievable goals have the following characteristics: (1)
specificity: the more specific the goal, the better; (2) goals are difficult, but
reachable, and (3) positive and transparent feedback is important and valuable.
Equity Theory
Employees compare their inputs (what they do) with their outputs (what they
receive in return). If they think that their outputs are proportional to their inputs,
they consider that to be fair and, hence, are motivated to perform in what they
feel will maximize their outcome. When they do not see these proportions, they
regard their situation as unjust and may lose motivation as a result. Scholars
interested in the equity/motivation relationship have identified four types of justice
(Adams, 1963):
1 distributive justice: perceived fairness of the amount and allocation of
rewards;
2 organization justice: overall perception of what is fair in the workplace;
3 procedural justice: perceived fairness of the process used to determine the
distribution of rewards; and
4 interactional justice: perception of the degree to which the individual is
treated with dignity, concern, and respect (Robbins & Judge, 2011).
Perceived injustice in any of these four categories can adversely affect
subordinates’ levels of motivation and related performance.

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