Motivation Theories: Herzberg, McClelland and Vroom (Cambridge (CIE) A Level Business): Revision Note
Exam code: 9609
Herzberg's Two-Factor theory
Herzberg's theory suggests that there are two types of factors that affect employee motivation and job satisfaction - hygiene factors and motivators
Hygiene factors are elements that do not necessarily lead to job satisfaction, but their absence can cause dissatisfaction, which decreases motivation e.g poor teamwork in the workplace
Motivators are elements that lead to job satisfaction and motivation, e.g. increased responsibility
Herzberg's Two Factor theory
How businesses can use hygiene factors to decrease dissatisfaction
Pay fair wages and salaries
If an employee is not paid a fair rate for their work, they may become dissatisfied
Offer excellent working conditions
If the workplace is dirty, unsafe, or uncomfortable, employees may become demotivated
E.g. Google has a reputation for providing amazing workplaces, which include gourmet restaurants, laundry services and dog care
Offer employment contracts which provide job security
If employees feel that their job is not secure, they may become anxious and contribute less to business goals
How businesses can use motivating factors to increase satisfaction
Build a recognition and rewards culture
When employees are recognised and rewarded for their hard work, they are motivated to perform well
E.g. Sales person of the month award
Offer opportunities for growth and development
When employees are given opportunities to learn new skills and advance in their careers, they are motivated to continue working for the business
E.g. setting a 3-year growth plan that helps a worker move towards their desired job role
Provide challenging work which requires problem-solving.
When employees are given challenging work that allows them to use their skills and abilities, they are motivated to continue performing well
McClelland’s Acquired Needs theory
McClelland's Acquired Needs Theory focuses on the needs that individuals develop over time
It explains how these needs influence their motivations and behaviour
People have three acquired needs that drive their actions and choices in the workplace and in life
Summary of McLelland's Acquired Needs
Type of Need | Achievement Need (nAch) | Affiliation Need (nAff) | Power Need (nPow) |
|---|---|---|---|
Motivations |
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Behaviours |
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The relative strength of these needs varies among individuals
They can be developed over time through life experiences, upbringing and cultural influences
Understanding individuals' dominant need can help employers tailor their approach to employee motivation and management
Strengths and weaknesses of McLelland's Acquired Needs theory
Strengths | Weaknesses |
|---|---|
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Vroom's Expectancy theory
Vroom's Expectancy theory seeks to explain why people make choices and behave in specific ways
It assumes that people will choose to maximise pleasure and minimise pain and will behave in a way that results in the best outcome or reward
It suggests that motivation depends on these three factors working together
Expectancy is the belief that effort leads to performance
Instrumentality is the belief that performance leads to outcomes
Valence is the value or desirability of those outcomes
Vrooms Expectancy theory
The components of Vroom's Expectancy theory
Expectancy | Instrumentality | Valence |
|---|---|---|
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Where low motivation is identified, managers may take steps to improve one or more of the components for individuals
These steps may include
Improve training and development to increase the expectancy score
Increase trust between management and workers by ensuring that promises are kept to increase the instrumentality score
Increase the range of rewards available for good performance to improve the valence score
Strengths and weaknesses of Vroom's Expectancy theory
Strengths | Weaknesses |
|---|---|
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Examiner Tips and Tricks
Case studies often contain clues to the motivational approach adopted by a business. Consider how much or how little control over their working patterns employees have. Weigh up which needs are - or are not being met. Look for indications of how challenging or engaging the work is likely to be.
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