The 9 main theories of work motivation

Several ways to explain and describe the functioning of motivation at work.

Our life is made up of a large number of areas, all of them of great importance for our development and adjustment to society. One of them is work, through which we develop an occupation and a set of activities that help us to organize our life and to generate or carry out some kind of service for society.

Work, when it is exercised in what we want, is not only a mere means to subsist, but it can become a means to achieve our goals. but can become a source of satisfaction (or dissatisfaction). But for this to happen, it is necessary that our occupation is a source of motivation, thanks to which we can become involved in our tasks, increase our performance and feel satisfied with what we do.

Throughout history, there have been many authors who have investigated this topic and the needs and elements associated with employee motivation. This research has resulted in a large number of theories of work motivation. a large number of theories of work motivation, of which we will mention some of themWe are going to mention some of the main ones in this article.

Work motivation: what is it?

Before entering to value the different existing theories with respect to the labor motivation, it is necessary to comment in the first place the own concept on which they are based. Work motivation is understood as the internal force or impulse that moves us to perform and/or maintain a certain task. that moves us to perform and/or maintain a certain task, occupying us in a voluntary andThe concept of work motivation is understood as the internal force or impulse that moves us to perform and/or maintain a certain task, voluntarily and willingly occupying our physical or mental resources to undertake it.

This impulse has a determined direction, that of applying our resources to reach the desired goal, and implies the fact that we will persist and persevere in the realization of a specific effort with a determined intensity. The greater the motivation to perform it, the greater the intensity and perseverance we are willing to maintain.

And the consequences of work motivation are very positive: it facilitates satisfaction with one's own task and abilities, promotes performance, productivity and competitiveness, improves the quality of work, and improves the quality of life.It facilitates satisfaction with one's own work and abilities, promotes performance, productivity and competitiveness, improves the work environment and enhances autonomy and personal self-realization. It is therefore highly beneficial for both the employee and his or her employer.

However, this motivation does not come out of nowhere: the task, its results or the effort made must be appealing to us if it is to be born. And it is the search for how and what makes work motivation increase has generated a great diversity of theories.These theories have traditionally been divided into theories related to what makes us motivated (or content-focused theories) and the process we follow to become motivated (or process-focused theories).

Main content-based theories of work motivation

The following are some of the main theories that work on the basis of exploring what generates motivation, i.e., what elements of work allow the appearance of the impulse or desire to act. Mainly it is considered that this is due to the fact that it allows us to satisfy a series of needs, which have been worked on by different authors.

1. McClelland's Theory of Learned Needs

One of the first and most relevant theories regarding work motivation was developed by McClelland, who, based on previous studies on human needs carried out by other authors (especially Murray) and by comparing different executives from different types of companies, concluded that there are three main needs that stand out when it comes to motivating us at work. three major needs that stand out when it comes to motivating us at work.

Specifically, he exposed as the main sources of work motivation the need for achievement, which is understood as the desire to improve one's own performance and to be efficient in it as an element of satisfaction and that is based on a good balance between probability of success and challenge between probability of success and challenge, the need for power or desire for influence and recognition, and the need for affiliation or belonging, association and close contact with others.

All these needs have a balance that can vary depending on the personality and the work environment, something that can generate different profiles, behaviors and levels of motivation at work.

2. Maslow's hierarchy of needs theory

Probably one of the best-known psychological theories in terms of needs, Maslow's hierarchy of needs theory proposes that human behavior (initially his theory was not focused on the work environment) is explained by the presence of basic needs born out of deprivation, and which are organized in a hierarchy of needs.These are organized in a hierarchy (in the form of a pyramid) in which, once the most basic needs have been met, we move on to focus on the higher ones, from Biological needs to social and self-fulfillment needs.

In this sense, the author proposes the existence, from the most basic to the most complex, of the following: physiological needs (food, water, shelter), safety needs, social needs, need for esteem and finally need for self-fulfillment.

3. Herzberg's theory of motivation and hygiene

Partly similar to the previous one but much more focused on the purely work-related, Herzberg developed the theory of the two factors or the theory of hygiene and motivation factors. This author considered it relevant to assess what it is that people want or consider satisfactory in their work, reaching the conclusion that the fact of eliminating elements that generate dissatisfaction is not enough for the job to pass the test. is not enough for the job to be considered satisfactory..

On this basis, the author generated two main types of factors, which give his theory its name: hygiene and motivational factors. Hygiene factors are all those whose existence prevents the job from being unsatisfactory (but does not make the job motivating) and include elements such as personal relationships, supervision, stability or salary.

On the other hand, motivational factors would include among others responsibility, job progression, position and recognition, development or fulfillment, and would refer to the elements that make work motivating. and would refer to the elements that do imply the appearance of motivation and job satisfaction.

4. McGregor's X and Y theories

Partly based on Maslow's theory and analyzing the characteristics of the theories and models of organizational psychology existing up to that time, McGregor made a contrast between the classical models and a more humanistic vision: the X and Y theories..

Theory X assumes a mechanistic approach to work, seeing the worker as a passive element that tends to evade his responsibilities and needs to be encouraged with punishments or by rewarding his productivity with money in order to force him to work. This implies that management must show great control and assume all responsibilities, the worker not being able to manage changes or conflicts if he is not told how to do so.

Theory Y, on the other hand, is a more novel vision (it should be borne in mind that this theory was proposed in the sixties, so that at that time and until a few years ago, the typical consideration of theory X predominated) and of a humanistic nature, in which the worker is an active being with needs that are not only physiological but also social and of self-fulfillment, and in which the worker is an active being with needs that are not only physiological but also social and of self-realization. social and self-fulfillment needs.

The employee is considered as someone with his own objectives and with the capacity to take responsibility, being necessary to help him to stimulate his own potential, to face challenges and to allow him to commit himself. Motivation and recognition of their achievements and role is fundamental.

5. Alderfer's hierarchical ERC model

Another relevant model based on Maslow's model is Alderfer's hierarchical model, which generates a total of three types of needs, in which The lower the existing satisfaction, the higher the desire to satisfy it.. Specifically, it values the existence of existence needs (the basic ones), interpersonal relationship needs and personal growth or development needs, which generate motivation to achieve their satisfaction.

According to the process

Another type of theories is the one that has to do not so much with what but with how we motivate ourselves. how we motivate ourselves. That is, with the way or the process we follow for work motivation to arise. In this sense, there are several relevant theories, among which the following stand out.

1. Vroom's theory of valences and expectations (and Porter and Lawler's contribution).

This theory is based on the assessment that the employee's level of effort depends on two main elements, which may be mediated by the presence of needs.

The first of these is the valence of the results, i.e. the consideration that the results obtained with the task to be performed have a specific value for the subject. have a specific value for the subject (it can be positive if it is considered valuable or negative if it is considered detrimental, or even neutral when it is indifferent). The second is the expectation that the effort made will generate these results, and is mediated by different factors such as the belief in one's own self-efficacy.

This model was later taken up by other authors such as Porter and Lawler, who introduced the concept of instrumentality, or the degree to which effort or performance will generate a certain reward or recognition. degree to which effort or performance will generate a certain reward or recognition as a variable, in addition to the two previous ones as a variable, in addition to the two previous ones proposed by Vroom, as the main predictors of motivation and effort.

2. Locke's goal-setting theory

A second theory centered on the process is found in Locke's goal-setting theory, for whom motivation depends on the intention to make an effort to achieve a specific goal. This objective will determine the type of effort and involvement of the subject, as well as the satisfaction obtained from his work depending on how close it brings him to his objectives.

3. Adams' Equity Theory

Another theory of great relevance is the so-called Adams' equity theory, which is based on the idea that work motivation is based on how the employee values his task and the compensation he receives in return, which will be compared to that received by other workers. will be compared with the compensation received by other workers..

Depending on the result of this comparison, the subject will take different actions and will be more or less motivated: if he considers himself less valued or compensated and treated unfairly, he will reduce his motivation and may choose to reduce his own effort, leave or change his involvement and the perception of his task or compensation. If the perception is that he is being compensated more than he should, on the other hand, he will tend to increase his involvement, will tend to increase his or her involvement..

Thus, it is the fact of feeling fairly treated that generates satisfaction and can therefore influence work motivation.

4. Skinner's reinforcement theory

Based on behaviorism and operant conditioning, there are also theories that advocate that motivation can be increased through the use of positive reinforcement. through the use of positive reinforcementThis theory has been criticized because it is said that it neglects the importance of positive reinforcement in the motivation process.

This theory has been criticized because it is said to neglect the importance of intrinsic motivation at work, focusing only on the search for rewards. However, it should not be forgotten that the distinction between intrinsic and extrinsic motivation does not deny that in the first category it is not possible to find "rewards" that feed the person's motivation; what happens is that in that case, they are self-administered.

Bibliographical references

• Berridge, K.C; Kringelbach, M.L (2013). Neuroscience of affect: brain mechanisms of pleasure and displeasure. Current Opinion in Neurobiology. 23 (3): pp. 294 - 303.
• Cummings, T.G.; Worley, C.G.. (2015). Organization Development and Change. Boston: Cengage.
• Huilcapi-Masacon, M.R., Castro-López, G.A., & Jácome-Lara, G.A.. (2017). Motivation: theories and their relationship in the business environment. Revista Científica Dominio de las Ciencias, 3 (2): pp. 311 - 333.
• Marinak, B.A.; Gambrell, L.B. (2008). Intrinsic Motivation and Rewards: What Sustains Young Children's Engagement with Text? Literacy Research and Instruction. 47: pp. 9 - 26.
• Rivas, M.E. and López, M. (2012). Psicología Social y de las Organizaciones. Manual CEDE de Preparación PIR, 11. CEDE: Madrid.
• Truxillo, D.M.; Bauer, T. N.; Erdogan, B. (2016). Psychology and Work: Perspectives on Industrial and Organizational Psychology. New York: Psychology Press.