Category Type Theorist(s) Summary of theory Implications
Instrumentality Taylorism Taylor If we do one thing it leads to another. People will be motivated to work if rewards and punishments are directly related to their performance. Basis of crude attempts to motivate people by incentive. Often used as the implied rationale for performance related related pay although this is seldom an effective motivator.
Content (needs) theory Hierarchy of needs Maslow A hierarchy of five needs exist: physiological, safety, social, esteem, self-fulfillment. Needs at a higher level only emerge when a lower need is satisfied. Focuses attention on the various needs that motivate people and the notion that a satisfied need is no longer a motivator. The concept of a hierarchy has no practical significance.
Two-factor model Statistical dissatisfies Herzberg Two groups of factors affect job satisfaction:
(1) those intrinsic to the job (intrinsic motivators or satisfiers) such as achievement, recognition, the work itself, responsibility and growth;
(2) Those extrinsic to the job (extrinsic motivators or hygiene factors) such as pay and working conditions. Identifies a number of fundamental needs, ie achievement, recognition, advancement, autonomy and the work itself. Strongly influences approaches to job design (job enrichment). Drew attention to the concept of intrinsic and extrinsic motivation and the fact that intrinsic motivation mainly derived from the work itself will have a longer-lasting effect. Therefore underpins the proposition that reward systems should provide for both financial non- financial reward
Process/ cognitive theory Expectancy theory Vroom, Porter and Lawler Motivation and performance are influenced by: (1) the perceived link between effort and performance,
(2) the perceived link between performance and outcomes, and
(3) the significance (valence) of the outcome to the person.
Effort (motivation) depends on the likelihood that reward is worthwhile. The key theory informing approaches to rewards, ie that they must be a link between effort and reward (line of sight), the reward should be achievable and should be worthwhile.
Goal theory Latham and Locke Motivation and performance will improve if people have difficult but agreed goals and receive feedback. Provides the rationale for performance management processes, goal setting and feedback.
Equity theory Adams People are better motivated if treated equitably. Need to develop equitable reward employment practices.