Motivation Theories

Question 1

How can McClelland’s theory be summarised?

Answer 1

McClelland believed that employees have dominant needs.
To motivate employees, managers should identify these needs so that they can be motivated accordingly.

Question 2

What are the three needs identified by McClelland?

Answer 2

Achievement
Affiliation
Power

Question 3

Affiliation definition

Answer 3

Someone with a high degree of social needs and has the need to belong, be a part of a group and prefers collaboration over competition.

Question 4

Characteristics of an employee who’s dominant need is achievement

Answer 4

Has a strong need to set and accomplish challenging goals
Takes calculated risks to accomplish their goals
Likes to receive regular feedback on their progress and achievements
Often likes to work on tasks where his/her results are based on their own efforts

Question 5

Characteristics of an employee who’s dominant need is affiliation

Answer 5

Wants to belong to the group
Wants to be liked, and will often go along with whatever the rest of the group wants to do
Favours collaboration over competition
Doesn’t like high risk or uncertainty

Question 6

Characteristics of an employee who’s dominant need is power

Answer 6

Wants to control and influence others
Likes to win arguments
Enjoys competition and winning
Enjoys status and recognition

Question 7

Why will a manager be able to motivate their employees through identifying their most dominant need?

Answer 7

They will be able to praise and motivate them in a way that is unique to them and is not a ‘one size fits all’ approach.

Question 8

How could a manager motivate an employee with a power need?

Answer 8

Let them manage small projects
Leadership and development programmes

Question 9

How could a manager motivate an employee with affiliation needs?

Answer 9

Let them work with customers (as this is a social role)
Praise in private rather than in public

Question 10

How could a manager motivate and employee with achievement needs?

Answer 10

Promotion opportunities
Competitions

Question 11

What does McClelland’s theory assume which may not be correct for all employees?

Answer 11

It is assumed that traits always benefit the business, however this might not be the case.

Question 12

Why might meeting one employee’s needs have a negative impact on the rest of the team?

Answer 12

Employees might be put in positions due to their motivation need but it might negatively affect the motivation of others.

Question 13

What are Herzberg’s two factors? (With definitions)

Answer 13

Motivators = factors that directly motivate people to work harder
Hygiene = factors that can de-motivate if not present, but do not actually motivate employees to work harder

Question 14

Examples of motivators

Answer 14

Responsibility at work
Meaningful, fulfilling work
Achievement and recognition

Question 15

Examples of hygiene factors

Answer 15

Pay and other financial rewards
Working conditions
Appropriate supervision and policies

Question 16

Possible Herzberg motivators

Answer 16

Job enrichment
Empowerment

Question 17

Limitations of Herzberg’s two factor theory

Answer 17

Workers may consider factors in different ways (Eg, a shop assistant may regard pay as highly motivating)
Some people may be both motivated and demotivated by both factors (eg, the equipment)
It may be a challenge to enrich and empower low skill workers

Question 18

What are Maslow’s hierarchy of needs?

Answer 18

Self-actualisation
Esteem
Social
Safety
Physiological

Question 19

Why is Maslow’s hierarchy of needs presented as a pyramid?

Answer 19

The factors have to be considered in a particular order.
The higher needs cannot be considered if the lower ones have not been met.

Question 20

Self-actualisation

Answer 20

Concerned with personal growth and the achievement of one’s full potential as a human being.

Question 21

Examples of self-actualisation in business

Answer 21

Training (development programmes), special projects, freedom to innovate

Question 22

Esteem

Answer 22

Humans seek the respect of others, some recognition for efforts as well as a degree of status

Question 23

Examples of esteem in business

Answer 23

Praise, perks, bonuses, celebration

Question 24

Social

Answer 24

Humans have a need for friendship and positive relationships with others

Question 25

Examples of social in business

Answer 25

Socialising after work, sports, activities, staff room

Question 26

Safety

Answer 26

Humans seek security, stability, and protection

Question 27

Examples of safety in business

Answer 27

Swipe cards and codes, cameras, receptionist, health, bullying and discrimination discipline

Question 28

Physiological

Answer 28

These include the need for shelter, water, and food.

Question 29

Examples of physiological factors in business

Answer 29

Fair pay, snack bowl, free lunch, vending, fair number of hours.

Question 30

Limitations of Maslow’s hierarchy of needs

Answer 30

Some employees may not require their higher order needs to be met in work It would be a challenge for businesses to identify and meet the needs of every employee Needs may not be hierarchal for some employees (eg, social needs may be as important as safety needs)

Question 31

The three factors considered in Vroom’s expectancy theory

Answer 31

Expectancy, instrumentality, valence

Question 32

Expectancy

Answer 32

Employees will firstly make decisions based upon what they expect will happen (ie, whether they believe they are able to fulfil a task)

Question 33

Instrumentality

Answer 33

This is the belief that if you perform well that a valued outcome will be received.

Question 34

Valence

Answer 34

This refers to the value that they place on the reward on offer

Question 35

What does Vroom’s research suggest?

Answer 35

People have to believe that they are both able and will receive a reward that they desire.

Question 36

How to calculate motivational force

Answer 36

Expectancy x instrumentality x valence

Question 37

What is the manager’s role according to Vroom’s expectancy theory?

Answer 37

Managers must make sure that the reward is worth having and that promises are fulfilled (valence and instrumentality) Managers must ensure resources to achieve are in place (expectancy) Managers must make sure targets are achievable (expectancy)

Question 38

Limitations of Vroom’s expectancy theory?

Answer 38

There is likely to be subjectivity issues with different managers when choosing the figures It can be quite expensive because more expensive rewards will have more valence It doesn’t work in all contexts because it can be difficult to give out bonuses (ie, to employees who are tasked with responsibilities, not measured by performance)

Question 39

What did Drucker believe?

Answer 39

People are an asset and not a cost to be minimised

Question 40

What concept is Drucker known for?

Answer 40

Management by objectives This involves goals starting with senior management and filter down to the rest of the employees. A lack of of goals can lead to a lack of job satisfaction It is important that employee’s objectives align with business objectives so they work towards the same overall goal.

Question 41

Drucker’s key suggestions

Answer 41

Decentralised and delayer as much as possible Take an interest in your employees Offer ongoing training to improve knowledge of workers Ensure rewards are given and shared fairly Communicate organisational objectives Set goals with employees

Question 42

What are the five principles that Locke suggested should be followed when setting goals?

Answer 42

Clarity Challenge Feedback Commitment Task complexity

Question 43

Clarity

Answer 43

If goals are vague, employees will not have a clear idea of what is expected of them. This can lead to incorrect outcomes and employees feeling stressed because they are not sure if they are performing the right tasks. Specific goals lead to more effective performance and outcomes.

Question 44

Challenge

Answer 44

Goals need to be challenging Locke found that ‘do your best’ type of goals were not effective and were too vague anyway to be of use in motivating employees

Question 45

Feedback

Answer 45

Feedback is essential so that progress can be gauged and if necessary the goal can be altered. Encouragement, praise, constructive criticism and guidance are very important.

Question 46

Commitment

Answer 46

Employees have to understand and agree to ‘have ownership’ of the goals if they are to motivate.

Question 47

Task complexity

Answer 47

Employees must not feel ‘out of their depth’ in terms of what they are being asked to achieve. They also need the resources necessary to achieve it. This might be in terms of the time allowed to do it, an appropriate budget, or the ability to attend a training course.

Question 48

The two most important conclusions of Locke’s theory are:

Answer 48

1. Specific goals generate a much better level of performance than selling a non-specific goal. 2. With the correct approach to goal setting, goals that are harder to achieve are positively connected to performance, an employee will be more motivated to achieve them.

Question 49

Limitations of Locke’s theory

Answer 49

Employees may not work towards goals at the expense of other parts of their job Setting targets along will not necessarily work - managers must facilitate the process of achieving them Goal setting requires monitoring feedback - this is time consuming for the manager Can be demotivating if employees don’t reach their goals

Question 50

Summary of what Tom Peters believed

Answer 50

An organisation should try and gain a commitment to excellence from employees. If employees are to be motivated, they need to be valued and empowered at all levels of the firm.

Question 51

Ideas of those who had preceded Tom Peters that mirrored his suggestions

Answer 51

Acknowledging employee achievement and efforts and also giving praise (giving employees a sense of recognition) Involving employees in decisions (which gives employees a sense of belonging and self-worth) Encouraging participation (giving employees a sense of involvement and responsibility) Trying to offer continuous employment (giving employees a sense of security)