Process Theories Of Motivation

Motivation theories can be divided into two different categories: Content and Process theories.

Content Theories study about “what” motivates people and it is concentrate in individual needs and goals (Theories of Maslow, Alderfer, Herzberg and McCelland). Process Theories deal with the “process” of motivation, “how” motivation occurs (theories of Vroom, Porter & Lawler, Adams and Locke) Abraham Maslow introduced the Hierarchy of Needs model in 1940, and his theory is still using widely until today for understanding human motivation, management training, and personal development. According to Maslow, there are five levels of human needs that can be represented in the form of a pyramid.

• Physiological needs: basic needs for humans to survive,

His theory states that there are two main factors that determine the motivation levels of employees in the working environment. 1) Hygiene factors (Extrinsic factors): the hygiene factors do not lead to positive motivation, however a lack of those hygiene factors could lead to demotivation. For example, a worker will only show up to work if a business provides a reasonable pay and safe working environment. However, these factors will not push him work harder once he is there. Basically, hygiene factors are the physiological needs, which each individual wanted and expected to be fulfilled. Hygiene factors include:

• Pay - The salary should be reasonable. It should be equal or more compare to those in the same industry.

• Company Policies - The company policies should be flexible, fair and clear. For example: flexible working hours, dress code, breaks, vacation, etc.

• Fringe benefits - The employees should be offered health care plans, benefits for the family members…

• Working conditions - The working conditions should be safe, clean and hygienic. The work equipments should be updated and well maintained.

• Job Security

2/ Motivators (intrinsic factors):Motivators are more concerned with the actual job itself. For example: how interesting the work is and how much opportunity it gives for extra responsibility, recognition and

Research and surveys are being conducted to understand what can improve the organisational performance and the obvious link is individual performance. Performance more generally is defined as a function of ability and motivation. However, in order to motivate staff it is important to have an effective performance management system. In order to provide rewards to the staff it is imperative to have appropriate benchmarks to measure the performance. Literature in this area has highlighted the importance of having formal appraisal systems which can either be in the form of self-evaluation or 360 degree appraisal, top-down, bottom up etc. The above mechanism enables managers to scientifically assess and then provide appropriate rewards and incentives to the staff, whether monetary or non-monetary in