Start of questionThere are many motivation theories that are based on individuals needs. These theories are categorized under traditionally (early) theories and contemporary theories. The theory on which I will make explanation is ___________________. This theory can help you to understand people's main motivational drive so that you can manage your team more effectively. But a question is raise in our minds that What do people want from their jobs? Do they want just a higher salary? Or do they want security, good relationships with co-workers, opportunities for growth and advancement - or something else altogether? This is an important question, because it is at the root of motivation, the art of engaging with members of your team in such a way that they give their very best performance.Motivation theories(1) Herzberg theory:Two-factor theory (also called motivation-hygiene theory) proposes that psychological (intrinsic) factors are related to job satisfaction, while environmental (extrinsic) factors are associated with job dissatisfaction. Herzberg suggested a two-step approach to understanding employee motivation and satisfaction. Herzberg also contrast the views of satisfaction and dissatisfaction that The opposite of satisfaction is not dissatisfaction, but rather no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction Hygiene Factors:The hygiene factors are comprise of the physiological, safety and love needs from Maslows hierarchy of needs.. The factors include: Company Policy, Personal Life, Relationships with Supervisor, Relationships with Peers, Relationships with Subordinates, Salary, Supervision, Status, Security, and Working Conditions. Motivator factors:Motivator factors are based on an individual's need for personal growth. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include: Achievement, Advancement, Growth, Recognition, Responsibility, and Work Itself.

Impacts on managersThe Application of the Two Factor Theory is definitely well established within organizational settings. In fact, every leader has the responsibility to ensure that their employee's hygiene factors are attended to and that proper motivators are implemented to increase job satisfaction. For example, if an employee is working below the minimum wage, it is not likely that he/she will be motivated until a perceived fair rate of pay is given. At the same time, if an employee is well paid, Herzberg believed that a pay rise would not have a lasting motivational effect. Herzberg suggested that once the hygiene factors were met, employers should focus on recognizing the achievements of the employee and providing opportunities to learn and grow.

(2) Theory X and Y:Douglas McGregor is best known for proposing two assumptions about human nature: Theory X and Theory Y. Theory X is a negative view of people that assumes workers have little ambition, dislike work, want to avoid responsibility, and required close supervision to complete the task. Theory Y is a positive view that assumes employees are ambitious, enjoy and like to work, seek out and accept responsibility, and exercise self-direction to complete the task. McGregor believed that Theory Y assumptions should guide management practice and proposed that participation in decision making, responsible and challenging jobs and good group relations would maximize employee motivationImpacts on managersThe findings indicate that McGregor's concepts have widespread acceptance and application today, and have been systematically and empirically related to organizational success and effectiveness. McGregor believed that Theory Y assumptions should guide management practice and proposed that participation in decision making, responsible and challenging jobs and good group relations would maximize employee motivation

(3) Goal setting theoryGoals tell an employee what needs to be done and how much effort will need to be expended. In order to increase performance, Goal-Setting Theory Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals. Its not a contradiction that goal-setting theory says that motivation is maximized only by difficult goals. Overall conclusion is that the intention to work toward hard and specific goals is a powerful motivating force. Under the proper conditions, it can lead to higher performance. However, no evidence indicates that such goals are associated with increased job satisfaction.

Impacts on managersThe theory of goal setting has been used in management since the early 1800s. As a professional attending meeting, conferences and seminars, you've likely already heard the importance of setting goals in the workplace. The goal setting theory focuses on the exact structure and components that companies and individuals should include in their goals in a way that maximizes chances of success in meeting those goals.

(4) Reinforcement theoryReinforcement theory of motivation was proposed by BF Skinner and his associates. The theory assumes that a desired behavior is a function of its consequences (that immediately follow a behavior which increase the probability that the behavior will be repeated are also called Reinforcers).Reinforcement theory ignores factors such as goals, expectations, and needs. Instead, it focuses solely on what happens to a person when he or she does something. Using reinforcement theory, managers can influence employees behavior by using positive reinforcers for actions that help the organization achieve its goals. And managers should ignore, not punish, undesirable behavior. Impacts on managersReinforcement theory explains in detail how an individual learns behavior. Managers who are making attempt to motivate the employees must ensure that they do not reward all employees simultaneously. They must tell the employees what they are not doing correct. They must tell the employees how they can achieve positive reinforcement. Managers should keep in mind that motivated behavior is influenced by employee's learning what is acceptable / unacceptable to the organization. Using reinforcement theory, managers can influence employees behavior by using positive reinforcers for actions that help the organization achieve its goals. And managers should ignore, not punish, undesirable behavior.

(5) Job design theoryJob design theory refers the way into which tasks can be combined to form complete jobs. Lets look at some ways that managers can design motivating jobs.a) Job enlargementJob enlargement refers to an Increasing the jobs scope (increase in the number of different tasks required in a job and the frequency with which these tasks are repeated.).b) Job enrichmentJob enrichment refers to an Increasing responsibility and autonomy (depth) in a job. Job enrichment increases job depth, which is the degree of control that employees have over their work. In other words, employees are empowered to assume some of the tasks typically done by their managers.c) Job Characteristics Model (JCM)A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy employees growth needs. Five primary job characteristics: Skill variety, Task identity, Significance, Autonomy & Feedback. The JCM provides specific guidance to managers for job design. 1. Combine tasks. 2. Create natural work units. 3. Establish client (external or internal) relationships. 4. Expand jobs vertically. 5. Open feedback channels.

Impacts on managersManagers should design jobs deliberately and thoughtfully to reflect the demands of the changing environment, the organizations technology, and employees skills, abilities, and preferences. When jobs are designed like that, employees are motivated to work hard.

(6) Equity theoryThe theory that an employee compares his or her jobs inputoutcomes ratio with that of relevant others and then corrects any inequity. This theory was developed by J. Stacey Adams that proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.If the ratios are perceived as equal then a state of equity (fairness) exists. If the ratios are perceived as unequal, inequity exists and the person feels under- or over-rewarded. When inequities occur, employees will attempt to do something to rebalance the ratios.

Impacts on managersEquity theory has at least eight practical implications. First, because people are motivated to resolve perceptions of inequity, managers should not discount employees' feelings and perceptions when trying to motivate workers. Second, managers should pay attention to employees' perceptions of what is fair and equitable. Third, employees should be given a voice in decisions that affect them. Fourth, employees should be given the opportunity to appeal decisions that affect their welfare. Fifth, employees are more likely to accept and support organizational change when they believe it is implemented fairly and when it produces equitable outcomes. Sixth, managers can promote cooperation and teamwork among group members by treating them equitably. Seventh, treating employees inequitably can lead to litigation and costly court settlements. Finally, managers need to pay attention to the organizations climate for justice because it influences employee attitudes and behavior.

(7) Expectancy theoryExpectancy theory was developed by Victor Vrooms which states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. Key to the theory is understanding and managing employee goals and the linkages among and between effort, performance and rewards. It includes three variables or relationships: a) Expectancy (effort-performance linkage), b) Instrumentality (performance-reward linkage), c) Valence (attractiveness of award).

Impacts on managers Expectancy theory has some important implications for motivating employees. Managers are advised to enhance effort performance expectancies by helping employees accomplish their performance goals. With respect to instrumentalities and valences, managers should attempt to link employee performance and valued rewards. There are four prerequisites to linking performance and rewards: (a) Managers need to develop and communicate performance standards to employees, (b) managers need valid and accurate performance ratings, (c) managers need to determine the relative mix of individual versus team contribution to performance and then reward accordingly, and (d) managers should use performance ratings to differentially allocate rewards among employees.