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HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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3.2 THEORIES OF MOTIVATION<br />

There are many competing theories, which attempt to explain the nature of motivation. These<br />

theories are all at, least partially true, and all help to explain the behaviour of certain people at<br />

certain times. However the search for a generalized theory of motivation at work appears a vain or<br />

futile quest. Nevertheless, any theory or study, which aids an understanding of how best to<br />

motivate people at work, must be useful.<br />

3.2.1 CONTENT <strong>AND</strong> PROCESS THEORIES OF MOTIVATION.<br />

Generally speaking, writers who have thought and written about motivation have considered two<br />

distinct but interrelated sets of ideas: content theories and process theories.<br />

Content theories focus on those specific things, which actually motivate the individual at work.<br />

The environmental or personal characteristics that serve to energise, activate, or motivate the<br />

individual. These theories are concerned with identifying people’s needs and their relative<br />

strengths, and the goals they pursue in order to satisfy these needs. The emphasis here is on what<br />

motivates.Process theories are concerned with explaining how the individual chooses to engage in<br />

a particular behaviour.<br />

It focuses more on how behaviour is initiated, directed and sustained. Process theories place<br />

emphasis on the actual process of motivation. The attempt is to identify the relationship among<br />

the dynamic variables, which make up the motivation.<br />

3.2.1 (A) ► Motivational Contents<br />

Major content theories of motivation, according to Mullins (1996, pp. 489) include.<br />

(a) Human Resources model: Theories X and Theory Y<br />

(b) Maslow’s hierarachy of needs model;<br />

(c) Alderfer’s modified need hierarchy model;<br />

(d) Herzberg’s two-factor theory; and<br />

(e) McClelland’s achievement motivation theory,<br />

i) Human Resources Model: Theory X and Y.<br />

In an important study, behavioural scientist Douglas McGregor concluded that managers had<br />

radically different beliefs about how best to use the human resources at a firm’s disposal. He<br />

classified these believes into sets of assumptions that he labeled “Theory X” and “Theory Y” the<br />

basic differences between these two theories are highlighted in Table 1.1<br />

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