IndexContext theoriesMaslow's hierarchy of needsAlderfer's ERG theoryMotivation-hygiene theoryMcClelland's learned needs theoryProcess theoryExpectancy theoryEquity theoryGoal setting theoryReinforcement theoryThe theory of Motivation has the task of discovering what drives individuals to work towards a goal or result. Businesses are interested in motivational theory because motivated individuals are more productive, which leads to more economical use of resources. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Most motivational theories distinguish between intrinsic and extrinsic factors: the former concern an individual's interest, enjoyment, and willingness to take part in an activity. People with greater self-confidence and beliefs that their abilities will lead to success are more likely to have high levels of intrinsic motivation. Extrinsic motivators focus on the outcome of the activity, meaning individuals are driven by the outcome rather than the activity itself. Contextual Theories Content (or need) theory of motivation focuses on factors within the person that empower and direct conduct. As a rule, such theory views motivation as the result of internal drives that compel a person to act or move (henceforth 'persuade') according to the general inclination of individual needs. The content theory of motivation is based largely on early speculations about motivation that followed ways of acting inversely to their apparent root in internal drives. Significant content theories of motivation are Maslow's hierarchy of needs, Alderfer's ERG theory, Herzberg's motivational hygiene theory, and McClelland's theory of learned needs or three needs. Maslow's Hierarchy of Needs Abraham Maslow constructed the progressive system of needs, which proposes that individual needs exist in a chain of command that includes physiological needs, safety needs, belonging needs, respect needs, and self-completion needs. Physiological needs are the basic requirements for nutrition, water and several vital factors for endurance. Security must take into account the well-being requirements for one's physical condition, reliability and opportunity from passionate misery. Belonging must identify with the desires for kinship, love and recognition within a certain network of people. Respect needs are those linked to the acquisition of respect for oneself and for other people. Finally, self-completion needs are those related to realizing one's potential, exercising and testing one's inventive limits and, ultimately, becoming the best person possible. Unmet needs persuade conduct; in this sense, lower-level needs, for example physiological and safety needs, should be satisfied before higher-level needs, for example belonging, consideration and self-actualization, can be a source of inspiration. Honda uses Maslow's theory to build a perfect product. Maslow's theory simply suggests that we all must satisfy our basic needs (food, shelter, safety, love, self-fulfillment, and spiritual needs – in that order) before luxury. Honda uses this theory with its vehicle; use security to make owners feel safe, social status to instill a feeling of high class and self-esteem through amarketing strategy to make Honda owners feel confident about owning a Honda. They also use a sense of success for the owners. They want owners to feel that they are succeeding “in their own right”; this means that if you get what you deserve, you will be extremely satisfied. Maslow's theory is very powerful and can be seen with Honda products and advertising and because of this their target demographic is stuck. Alderfer's ERG Theory ERG theory is an augmentation of Maslow's hierarchy of needs. Alderfer proposed that requirements could be organized into three classifications, instead of five. These three types of requirements are existence, relationship and growth. Existence needs are similar to Maslow's classifications of physiological and safety needs. Relationship needs include relational connections and equate to parts of Maslow's belongingness and needs. Growth needs are those identified with achieving one's potential and are linked to Maslow's needs for consideration and self-completion. ERG theory varies from requirements chain of command in that it does not recommend that lower level needs must be totally satisfied before higher level needs become persuasive. Likewise, ERG theory recommends that if an individual is consistently unfit to satisfy higher-level needs, the individual will relapse and lower-level needs will become the significant determinants of his or her inspiration. The ERG hypothesis's suggestions for supervisors are similar to those for the necessary chain of command: administrators should focus on meeting the presence, relatedness and development needs of representatives, but without fundamentally applying the provision that workplace well-being is essentially about the verification and fulfillment of occupational prerequisites. Motivator -Hygiene TheoryFrederick Herzberg developed the motivating hygiene theory. This theory is closely identified with Maslow's hierarchy of needs and requirements, but refers even more explicitly to how people are stimulated in the workplace. In light of his research, Herzberg argued that grasping people's lower-level needs (hygiene factors) would not push them to exert effort, but would only prevent them from being disappointed. Only if the most significant (motivator) level needs were satisfied would people be motivated. The suggestion for managers from hygiene and motivation theory is that gathering lower-level representative needs by improving pay, benefits, safety, and other job-relevant variables will keep workers not actually disappointed, but will not spur them on. to make further efforts to achieve better execution. To persuade workers, as the theory suggests, administrators must focus on changing the innate nature and substance of occupations themselves by “empowering” them to expand workers' self-governance and possibilities to take on additional responsibilities, gain recognition, and build their aptitudes and professions. When Honda applies this to their association, it decreases the frustration of the labor union by ensuring high pay rates and business solidity and giving open doors to the movement, and gives more responsibility to awaken them, it also helps the affiliate directors to look at the achievement of the professionals as a true work segment and will promote worker satisfaction. McClelland's Learned Needs Theory McClelland's theory proposes that people derive needs from their way of life. Three of the essential needs in this theory are the need for alliance (n Aff), theneed for power (n Pow) and the need for success (n Ach). The need for alliance is the desire to build a social relationship with others. The need for power reflects the desire to control one's condition and influence others. The need for achievement is the desire to take responsibility, set audit goals, and gain criticism in execution. The central issue of adapted needs theory is that when one of these requirements is solid in an individual, it can eventually stimulate conduct that incites its fulfillment. . Accordingly, administrators should strive to understand whether and to what extent their representatives have at least one of these needs and the degree to which their occupations can be organized to meet them. Process Theories Process theories of motivation focus on procedures of conscious human choice as clarification of motivation. Process theories are concerned with deciding how individual conduct is stimulated, coordinated and maintained in the explicitly desired and self-coordinated context. subjective human procedures. Theories of the inspiration process depend on early psychological speculations, which establish that conduct is the consequence of conscious basic forms of leadership. The main theories of the motivation process are expectancy theory, equity theory, goal setting theory, and reinforcement theory. Expectancy Theory Victor Vroom applied the ideas of social research conducted in the 1930s by Kurt Lewin and Edward Tolman directly to work motivation. In essence, Vroom recommends that people choose work practices that they accept lead to outcomes they value. In choosing how much effort to invest in work behavior, people will likely take into account: their expectancy, which means how much they accept that additional effort will induce a given level of performance; their instrumentality, or how much they accept that a given level of performance will lead to specific outcomes or rewards. Their valence, which is the degree to which normal outcomes are attractive or unattractive. Each of these three elements is relied upon to influence motivation in a multiplicative manner so that for a To be deeply energetic, each of the three parts of the expectancy model must be high. Furthermore, if even one of these is zero (e.g., instrumentality and valence are high, however, expectancy is totally absent), the individual will have no motivation for the commission. In this way, leaders should strive, as much as possible, to ensure that their employees accept that greater effort will improve execution and that presentation will lead to valued rewards. Equity Theory Equity theory recommends that people participate in social scrutiny by contrasting their efforts and rewards and those of relevant others. People's impression of the decency of their awards compared to others affects their degree of inspiration. Equity exists when people see that the ratio of effort to reward is equivalent for them to what is true for others for whom they think of themselves. Injustice exists when people see that the ratio of effort to reward is unique to them (usually in reverse) compared to that of others they look up to. There are two types of injustice: under-rewarding and over-rewarding. Under-rewarding occurs when an individual accepts that the person puts in more effort than another, but gets a similar reward or puts in similar effort to another for a lower reward. For example, if a worker works more hours than his colleague, but receives similar compensation, the representative would see the disparity as.