Motivation Theories in Organizational Behavior Assignment

Motivation Theories in Organizational Behavior - Assignment Example A person will be motivated to satisfy needs at the lowest level before focus shifts to needs at the next level. The levels are physiological security, affiliation, esteem, and self-actualization needs. An employee, according to the theory, is for example motivated by need for food and shelter but these cease to be motivators once their needs are met. Job security and social ties then becomes motivators as the employee progresses in work (Koontz, 2009). McClelland’s learnt needs theory explains that three needs, that people learn from their environments are motivators. These are need to attain desired objectives, need for interpersonal relations, and need for power. The notion that promotion can grant a person authority and connection with people from a higher circle in a profession may for example motivate an employee into hard work (Lunenburg and Ornstein, 2011). According to the theory, a person is motivated by four factors, singularly or in combination. The factors are drive to acquire, bond, learn, and defend. The drive to bond may for example motivate teamwork for interpersonal relations among team members (White, 2006). Vroom’s expectancy theory establishes a link between goals and means of achieving the goals towards motivation. According to the theory, people realize motivation into objectives if the cost of achieving the objective is justified and if available means to the objective promises success. An employee may for example be motivated into further training towards promotion if necessary resources are worth the promotion and if the training actually promises probability of the targeted promotion (Condrey, 2010). Adam’s equity theory explains motivation from input-output perspective. According to the theory, an individual is motivated if the perceived input in a venture is equivalent to perceived output. This means that a manager is motivated when he is convinced of efficiency in his efforts (Lussier and Achua,