Advanced Motivation Theories
- While traditional motivation theories focus on financial incentives, advanced motivation theories explore psychological and social factors that influence workplace behavior.
These theories help managers tailor motivation strategies to different employees and workplace environments.
McClelland's Acquired Needs Theory
- David McClelland proposed that motivation is driven by three key needs:
- Achievement: Individuals are motivated by challenging tasks and seek feedback on thier performance.
- These people prefer tasks where success is 50% likely, neither too easy nor too hard.
- Affiliation: Seek social connections and teamwork.
- Power: This can be personal power (desire to control others, which is often viewed less desirably) or institutional power (the desire to organize and lead for organizational success).
- Achievement: Individuals are motivated by challenging tasks and seek feedback on thier performance.
- A software developer motivated by achievement might enjoy working on complex projects that push their skills to the limit.
- On the other hand, a customer service representative motivated by affiliation might excel in roles that require building strong client relationships.
- A manager with a high need for institutional power might then thrive in leadership roles, driving team performance toward company goals.
- When applying McClelland's theory, consider assigning tasks that align with each employee's dominant need.
- For example, give high-achievers challenging projects, and place those with a need for affiliation in team-based roles.
Where It’s Commonly Used & Why
- Sales & Competitive Industries: Achievement-driven employees excel in high-performance environments.
- HR & Team-Oriented Roles: Affiliation-driven employees thrive in collaborative settings.
- Leadership & Management: Power-driven individuals seek executive roles
Deci and Ryan's Self-Determination Theory
- Edward Deci and Richard Ryan's self-determination theory is based on the assumption that people seek personal growth by mastering challenges and embracing new experiences.
- It argues that fulfilling three universal psychological needs is key to motivation and well-being.
- It focuses on three psychological needs:
- Autonomy: Control over one's actions and flexibility in how they work.
- Competence: Feeling capable and effective, receiving constructive feedback to improve.
- Relatedness: Connection and belonging with others.
Spotify encourages autonomy by allowing teams to independently decide how they work, fostering innovation and accountability.
Common Mistake- Avoid micromanaging employees, as it undermines autonomy.
- Instead, focus on empowering them to make decisions.
Where It’s Commonly Used & Why
- Creative Industries & Startups: Employees value autonomy in decision-making.
- Tech & Engineering Firms: Competence-driven employees excel in problem-solving roles.
- Team-Oriented Workplaces: Relatedness is crucial in collaborative environments.
