Theories of Motivation

These factors are motivators and hygiene factors. Motivators provide job satisfaction. This includes recognition, duties and challenge. Hygiene factors are so called because just like hygiene their presence will not make a person healthier but their absence cause decline. Examples of these include salary, fringe benefits, job security (Wikipedia, 2007).

Hygiene factors, therefore, can determine dissatisfaction and motivators determine satisfaction. Both scales are independent and one can score high on both factors (Borgatti, 2001).

Alderfer’s ERC theory is another need-based theory just like the abovementioned two theories. This is similar to Maslow but the hierarchy of needs is grouped into three – ERG or existence, relatedness and growth. Physiological and safety falls under existence. Love and self-esteem are under relatedness. And self-actualization and self-esteem needs (Wikipedia, 2007).

Alderfer’s model is considered more rational than that of Maslow’s. For instance, in Maslow’s theory sex is under physiological needs at the bottom category. In Alderfer’s, sex need not be at the bottom category because it is not vital to individual’s existence. So by not putting sex at the bottom part, this means that people need not have sex before they can satisfy higher needs such as education (Borgatti, 2001).

Vroom’s Expectancy Theory explains why people choose a certain course of action. Unlike the three aforementioned theories, Vroom’s theory is not need-based. There are three variables in this theory: Valence, Expectancy and Instrumentality (Droar, 2006).

Valence refers to the importance of the anticipated outcome of a situation. Expectancy is the belief that the effort exerted and success of the situation are related. Instrumentality means the success is related the expectations (Droar, 2006).

Vroom’s Expectancy theory could sometimes be associated with work situation just like Herzberg’s Two Factor Theory. But, in actuality, this theory is applicable to almost all kinds of situations whether work-related or not.

Vroom’s expectancy theory simply espoused the idea that the reason people do some things is because they expect a certain outcome.

I apply Vroom’s expectancy theory to my professional life because I believe in doing things not because I want to attain a certain reward but I want to attain something I truly desire for myself. For instance, I do a good job at the office not because I want a promotion, although it is part of it, but because I expect to feel fulfilled after having done something worthwhile.