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 organize our lives and generate or carry out some type of service for society.
Work, when done in what you want, is not just a mere means to survive but it can become a source of satisfaction (or dissatisfaction). But for this it is necessary that our occupation represents a source of motivation, thanks to which we can become involved with 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 that are associated with worker motivation. These investigations have resulted in a large number of theories of work motivation of which we are going to cite some of the main ones throughout this article.
Before evaluating the different existing theories regarding work motivation, it is worth commenting first on the concept on which they are based. Work motivation is understood as the force or internal drive that moves us to perform and/or maintain a certain task voluntarily and desiredly occupying our physical or mental resources to undertake it.
This impulse has a certain direction, that of applying our resources to achieve the desired goal, and implies the fact that we are going to persist and persevere in carrying out a specific effort with a certain intensity. The greater the motivation to do it, the greater the intensity and perseverance we are willing to maintain.
And the consequences of work motivation are very positive: facilitates satisfaction with one’s own task and abilities, promotes performance , productivity and competitiveness, improves the work environment and enhances autonomy and personal self-realization. This is therefore something very favorable for both the worker and his employer.
However, this motivation does not arise from nowhere: the task, its results or the effort itself must be appealing to us as long as it is born. Forks the search for how and what causes work motivation to increase, which has generated a great diversity of theories which have traditionally been divided into theories linked to what makes us motivated (or content-focused theories) and the process we follow until we become motivated (or process-focused theories).
Main theories of work motivation according to content
Below we are going to cite some of the main theories that work based on exploring what generates motivation, that is, what elements of work allow us to develop the impulse or desire to act. This is mainly considered because it allows us to satisfy a series of needs, which have been worked on by different authors.
1. McClelland’s learned needs theory
One of the first and most relevant theories regarding work motivation was the one carried out by McClelland, who based on previous studies on human needs carried out by other authors (especially Murray) and by comparing different executives from various types of companies, arrived at to the conclusion that there are three great needs that stand out when it comes to motivating us at work
Specifically, he explained the need for achievement as the main sources of work motivation, which is understood as the desire to improve one’s performance and be efficient in it as an element of satisfaction and that It is based on a good balance 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 of these needs have a balance that can vary depending on personality and 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 regarding needs, Maslow’s hierarchy of needs theory proposes that human behavior (initially his theory was not focused on the workplace) is explained by the presence of basic needs born from deprivation and which 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 most superior ones, moving from biological to social and self-realization needs.
In this sense, the author proposes the existence, from most basic to most complex, of the following: physiological needs (food, water, shelter), security needs, social needs, need for esteem and finally need for self-realization.
3. Herzberg’s theory of motivation and hygiene
In part similar to the previous one but much more focused on the purely work-related, Herzberg created the two-factor theory or the theory of hygiene and motivation factors. This author considered it relevant to assess what people want or consider satisfactory about their work, reaching the conclusion that eliminating elements that generate dissatisfaction is not sufficient for the work to be considered satisfactory
Based on this, the author generated two main types of factors, which give his theory its name: hygiene and motivation factors. Hygiene factors are all those whose existence prevents the work from being unsatisfactory (but which does not make the work motivating) and which include elements such as personal relationships, supervision, stability or salary.
On the other hand, motivation factors would include, among others responsibility, career progression, position and recognition, development or achievement and they would refer to the elements that do imply the appearance of motivation and job satisfaction.
4. McGregor’s Theories X and Y
Partly based on Maslow’s theory and analyzing the characteristics of the theories and models of organizational psychology that existed until then, McGregor made a contrast between classical models and a more humanistic vision: theories X and Y
Theory This implies that management must show great control and assume all responsibilities, with the worker not being able to manage changes or conflicts unless they are told how.
On the other hand, theory Y is a more novel vision (it must be taken into account that this theory was proposed in the sixties, so at that time and until a few years ago, the typical consideration of theory humanist in which the worker is an active being with needs not only physiological but also also social and self-realization
The employee is considered as someone with his or her own objectives and with the capacity to take responsibility, and it is necessary to help him or her stimulate his or her own potential, face challenges and allow commitment. Motivation and recognition of his achievements and role are essential.
5. Alderfer hierarchical ERC model
Another relevant model based on Maslow’s is Alderfer’s hierarchical model, which generates a total of three types of needs, in which The less satisfaction there is, the greater the desire to replace it Specifically, it assesses the existence of existence needs (the basic ones), interpersonal relationship needs and personal growth or development needs which generate motivation in us to achieve their satisfaction.
According to the process
Another type of theory is the one that has to do not so much with what but with what. how we motivate ourselves That is, with the way or process we follow so that work motivation arises. In this sense, there are several relevant theories, among which the following stand out.
1. Vroom’s theory of valences and expectations (and contribution from Porter and Lawler)
This theory is based on the assessment that the employee’s level of effort depends on two main elements, which can be mediated by the presence of needs.
The first of them is the valence of the results, that is, the consideration that the results obtained with the task to be performed They have a specific value for the subject (it can be positive if it is considered valuable or negative if it is considered harmful, or even neutral when it is indifferent). The second is the expectation that the effort made will generate these results, and it is mediated by different factors such as the belief in one’s own self-efficacy.
Later this model would be taken up by other authors such as Porter and Lawler, who introduced the concept of instrumentality or degree to which the effort or performance will generate a certain award or recognition as a variable, in addition to the two previous ones proposed by Vroom, as the main elements that predict motivation and effort.
2. Locke’s Goal Setting Theory
A second theory focused 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 objective sought by the latter. This objective will mark the type of effort and involvement of the subject, as well as the satisfaction obtained from his work depending on how much it brings him closer to his objectives.
3. Adams’ Theory of Equity
Another theory of great relevance is the so-called Adams equity theory, which is based on the idea that work motivation comes from how the employee values ​​his task and the compensation he receives in return, which will be compared with that received by other workers
Depending on the result of said comparison, the subject will carry out different actions and will be more or less motivated: if he considers himself less valued or compensated and treated unequally, his motivation will reduce and he may choose to reduce his own effort, leave or change his involvement and the perception of your task or compensation. If the perception is that he is being compensated more than he should, on the contrary, will tend to increase their 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 propose that motivation can be increased from the use of positive reinforcement granting rewards in order to encourage increased performance and reinforcement being the source of motivation.
This theory has been criticized because it is said to leave aside the importance of intrinsic motivation within work, focusing solely on the search for rewards. However, we must not forget 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.
