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Content theories focus on the goals to which we aspire. They reveal the
content of our motives, i.e. things within a person that energize, direct,
sustain and stop behaviour e.g. Maslow’s Hierarchy of needs, Alderfer’s ERG,
Herzbergs' Two Factor, McClellands Need for Achievement and Affiliation and
Power
Process theories focus on how we make choices with respect to desired goals.
It give us a cognitive decision-making role in selecting the goals and the means
by which to pursue them e.g. equity theory, expectancy theory, Goal-setting
theory and reinforcement.
(Huczynski & Buchanan, 2009)
Application and implications of content
theories of motivation (1)
Content theories focus on individual needs in explaining job satisfaction,
behaviour and reward systems. The basis is that individual needs trigger a
behavioural response.
These suggest the following:
Specific needs trigger desired behaviours.
Implications: How do we identify these needs?
Meaningful rewards help individuals satisfy needs.
Implications: How can we understand these needs to maximize motivational impact?
Offering appropriate rewards can optimize performance.
Implications: How can we ensure that the rewards we offer are appropriate?
The needs of an individual will not necessarily repeat themselves in a
regular pattern: People change because of experiences, life events, aging
and other factors.
Implications: How can we design and use available tools (motivational theories) to satisfy
changing needs?
(Beardwell & Claydon, 2014).
Application and implications of process
theories of motivation (2)
Process theories are concerned with the cognitive antecedents that go into
motivation or effort and the way they relate to one another.
These suggest the following:
Establishing goals to direct behaviour is an important part of a motivational
theory
Implication: who and how do we decide the goals that will produce the desired outcomes?
Motivational theory should be perceived as equitable and deliver desirable outcomes
the individual has an expectation of achieving.
Implication: in a subjective environment, how do you measure equitability?
(Luthans, 2011)
Implications for today’s Managers (1)
Make sure extrinsic rewards for employees are not viewed as coercive, but
instead provide information about competence and relatedness.
Consider goal-setting theory, as clear and difficult goals often lead to higher
levels of employee productivity.
• P = f(A,M,O)...
• This equation is a useful way of indicating that no one knows the precise
relationships among ability, motivation and opportunity.
• There is no exact formula here but we know that all three factors are involved
in creating employee performance.
• Similarly, motivated workers with good abilities cannot achieve much if critical
resources or organisational support are lacking.
Any questions?