Three Main Theories of Motivation

One of the most important elements for the success of SMEs is the ability to motivate employees. The two workers are not the same; it is difficult to understand what everyone ticks and sounds so that appropriate incentives can be applied. As time goes on, a lot of motivational theories have been developed to help you get the best out of your workers.

Psychologist Abraham Maslow has developed this theory. It divides human needs into five categories, from the need for basic survival such as food and evacuation centers to self-sufficiency. According to Maslow, individuals seek higher levels when they meet their needs. When applied to work, theory means that each employee must understand the current request level to understand what employers motivate them. New employees who are unemployed for a long time may be moved by basic survival needs. Meanwhile, workers engaged in career development aim at self-actualization, so you may need to assign higher level tasks.

This traditional motivational theory is based on the philosopher Jeremy Bentham whose history dates back to around 1800 during the Industrial Revolution. It divides motivation into two main elements, motivation and fear. Some workers are motivated by the desire to receive additional compensation, wishing to acquire status and power by climbing a ladder, or to wish for praise. But some workers act from fear: fear of losing their jobs, accused by their bosses, or they can not carry out their work altogether

Frederick Herzberg, also known as "Two Factory" theory, developed this theory in 1959. Herzberg assumes that various factors in the work environment will bring satisfaction or dissatisfaction; Herzberg calls these "health" factors. Factors that lead to satisfaction include accomplishment, recognition, and progress, and factors that cause frustration include working conditions, salary, and colleague relationships. In general, this theory suggests that regulators must be able to effectively manage factors leading to satisfaction and dissatisfaction in order to motivate employees. Management must find ways to provide rich work to workers

There are a few things to consider when choosing a motivating style. One factor is your own personality: what motivates you, what kind of motive do you know best? Using this motivational style may be the most natural for you. Another consideration is the personality of an employee: not everyone has the same type of personality, interest, or goal. You may have to use various methods to make each employee realize their possibilities

Chris Joseph is creating websites and online publications covering business and technology. He holds a bachelor's degree in marketing from York University, Pennsylvania.

The main theories of motivation are divided into three categories: physiology, neurology, and cognition. Physiological theory thinks that responses in the body are the cause of emotion. Neurological theory suggests that activities within the brain lead to emotional reactions. Finally, cognitive theory thinks thought and other psychological activities play an important role in forming emotions. Naturalist Charles Darwin suggests that emotions are adaptive and emotions evolve as humans and animals can survive and breed. Emotions of love and affection lead people to seek spouse and breeding. Feelings of fear forces to fight people or escape from danger

There are many theories that explain the type of motivation that the leader represents. Motivational theory can be divided into three categories: classical theory and scientific management, behavior theory, and modern motivational theory. In the 1925 study, it was shown that behavior theory or Hawthorn effect is known for its broad knowledge. The researcher team at Harvard University started research at Hawthorne's Western Film Company. They want to know what they will have on the production of workers if they change the physical environment. Increasing the level of lighting increases productivity and seems to raise wages. After more research, workers seem to have generated more based on their concerns.