Organizational Psychology Step-by-Step Flashcards
(19 cards)
Theories of Motivation
Motivation theories help explain why people behave the way they do in the workplace.
Understanding these theories allows organizations to develop strategies that improve performance, job satisfaction, and long-term commitment.
While each theory offers a different perspective on motivation, they all contribute to a deeper understanding of how employees respond to incentives, challenges, and organizational culture.
Maslow’s hierarchy of needs
Maslow’s hierarchy of needs is one of the most well-known motivation theories.
It categorizes human needs into five levels:
* physiological,
* safety,
* social,
* esteem,
* self-actualization.
Herzberg’s two-factor theory
Herzberg’s two-factor theory divides workplace factors into motivators and hygiene factors.
Motivators, such as achievement, recognition, and personal growth, drive job satisfaction and increase motivation.
Hygiene factors, such as salary, job security, and work conditions, prevent dissatisfaction but do not necessarily enhance motivation.
Herzberg’s research suggests that simply increasing salaries or improving office environments does not lead to long-term engagement. Instead, businesses must focus on providing meaningful work, growth opportunities, and recognition to keep employees motivated.
Expectancy Theory (Victor Vroom)
Suggests that employees are motivated when they believe their effort will lead to good performance, which will then result in rewards they value.
This theory highlights three key factors:
* expectancy (belief that effort leads to performance)
* instrumentality (belief that performance leads to rewards)
* valence (how much the reward is valued)
If employees feel that no matter how hard they work, they will not be recognized or rewarded, their motivation decreases. Organizations that clearly link effort to outcomes, set achievable goals, and provide meaningful rewards enhance motivation under this model.
Equity Theory (John Stacey Adams)
Explains motivation through the lens of fairness. Employees compare their efforts and rewards to those of their colleagues. Employees who feel they’re rewarded fairly are more engaged.
Self-Determination Theory
Focuses on intrinsic motivation. It argues that employees are most engaged when they experience autonomy, competence, and relatedness.
Autonomy refers to having control over one’s work,
competence involves feeling skilled and capable, and
relatedness is the sense of connection with others.
When organizations allow employees to make meaningful decisions, provide opportunities for skill development, and foster teamwork, they create a workplace that naturally drives motivation.
McClelland’s Theory of Needs
Categorizes motivation into three primary drivers:
* the need for achievement,
* the need for power, and
* the need for affiliation.
Employees with a high need for achievement seek challenging tasks and measurable success.
Those with a strong need for power want to influence others and take leadership roles.
Employees driven by affiliation prioritize relationships and team cohesion.
Recognizing these different motivators allows managers to assign tasks and leadership responsibilities in ways that align with employees’ personal drives.
Goal-Setting Theory (Edwin Locke)
States that clear, specific, and challenging goals improve motivation and performance. Employees are more likely to be engaged when they understand their objectives and see a path to success. Setting vague or unachievable goals leads to frustration, while well-structured goals increase focus, persistence, and job satisfaction.
Reinforcement Theory
Based on B.F. Skinner’s work in behaviorism, suggests that motivation is influenced by consequences. Positive reinforcement (such as praise or bonuses) encourages desirable behaviors, while negative reinforcement removes negative conditions to improve performance (such as reducing micromanagement for high performers). Punishment, such as disciplinary actions, discourages undesirable behaviors but can also reduce overall motivation if not applied carefully. Organizations that use reinforcement effectively create an environment where employees consistently exhibit productive behaviors.
Cognitive Evaluation Theory
Expands on intrinsic motivation by examining how external rewards affect internal drive. It suggests that when employees receive excessive external rewards for tasks they already enjoy, their intrinsic motivation decreases. For example, if an employee loves problem-solving but begins receiving bonuses for every task completed, they may start focusing on the reward rather than the enjoyment of the work. Businesses must carefully balance intrinsic and extrinsic motivators to maintain long-term engagement.
Job Characteristics Theory
Identifies five core job dimensions that influence motivation: skill variety, task identity, task significance, autonomy, and feedback. Jobs that require diverse skills, have meaningful impact, and provide independence and feedback lead to higher motivation and job satisfaction. Organizations can use this model to design roles that keep employees engaged and committed.
Authoritarian leadership
(autocratic leadership)
leadership, involves strict control and centralized decision-making. Authoritarian leaders make decisions without consulting employees and expect strict compliance with rules and instructions. This style can be effective in high-pressure environments where quick decision-making is necessary, such as emergency services or military operations. However, it often leads to reduced employee autonomy, lower job satisfaction, and high turnover. Employees under authoritarian leaders may feel undervalued and disengaged, as they have little influence over their work. The lack of trust between leadership and employees can also stifle creativity and innovation.
Democratic Leadership
takes a collaborative approach, encouraging employees to participate in decision-making. This style fosters teamwork, creativity, and open communication. Employees under democratic leadership tend to feel more valued and engaged because their opinions matter. Research suggests that democratic leadership leads to higher job satisfaction and innovation, as employees are more likely to take ownership of their work. However, this style can slow down decisionmaking, particularly in large organizations where consensus is difficult to achieve. It also requires leaders to have strong facilitation skills to ensure that discussions remain productive.
Transactional Leadership
operates on a reward-and-punishment system. Employees receive incentives for meeting performance targets and face consequences for failing to meet expectations. This style works well in structured environments with clear objectives, such as sales or manufacturing industries. Transactional leadership provides clarity and consistency, making it effective for managing routine tasks. However, it can limit creativity and innovation, as employees focus on following rules rather than thinking outside the box. Over time, a strict reward-based system may reduce intrinsic motivation, as employees become more focused on external incentives rather than personal growth and fulfillment.
Laissez-faire Leadership
employees to make their own decisions. This style can work well with highly skilled, self-motivated teams that require little oversight. Employees who value independence and autonomy thrive under laissez-faire leadership. However, in environments where guidance and support are necessary, laissez-faire leadership can lead to confusion, lack of direction, and decreased productivity. Without clear expectations, employees may struggle to prioritize tasks and work cohesively as a team.
Servant Leadership
prioritizes the needs of employees above all else. Servant leaders focus on mentorship, support, and personal development, believing that when employees succeed, the organization succeeds. This style fosters trust, loyalty, and high engagement. Employees feel heard, valued, and motivated to contribute to the organization’s mission. Servant leadership is particularly effective in organizations that prioritize employee well-being and ethical decision-making. However, leaders who focus too much on serving others may struggle with assertiveness and decision-making, which can slow down business operations.
Charismatic Leadership
relies on the leader’s personality and ability to inspire employees through confidence and vision. Charismatic leaders often attract highly engaged teams and create strong emotional connections with employees. This leadership style is particularly effective during times of change or crisis when employees need reassurance and motivation. However, over-reliance on the leader’s personality can create instability if the leader leaves the organization. Additionally, some charismatic leaders may prioritize personal influence over ethical decisionmaking, leading to potential manipulation or misuse of power.
