Motivation may be defined as cognitive decision-making to initiate and monitor behaviour with the purpose of reaching a specific goal. At work, evaluations are conducted using appraisals, which have predetermined standards and whose conclusions decide whether the person is satisfied or unsatisfied. Motivation is critical in all enterprises, whether private or public, since it motivates employees to attain personal goals and company objectives.
There are several motivation elements, most of which provide a link or impact the outcomes of employee work satisfaction. Needs, drive, and objectives are the three primary motivation elements in the workplace. Motivation can arise from external causes (extrinsic) such as prizes or from within an individual’s drive to achieve better (intrinsic). People strive to accomplish more in life, and their demands are prioritized according to their importance. According to Maslow’s hierarchy, content theories of work satisfaction are based on employees’ requirements and the elements that provide them with a reasonable level of fulfilment. Maslow developed a five-stage theory based on human beings’ basic physical, biological, social, and psychological requirements. Individual requirements are classified and prioritized according to the theory. The categories include physiological needs (hunger, shelter), safety and security needs, social needs (love), esteem, and self-actualization needs. Maslow’s hierarchy of needs forms the basis of all the theories explaining motivation in the workplace.
The Theory X and Y models of McGregor divide personnel into two categories based on two sets of assumptions. Workers in Theory X have a pessimistic attitude about their employees, thinking that they are uninspired and dislike their employment. This theory assumes that workers often dislike their jobs, must be coerced, controlled, threatened, punished, avoid responsibility, seek formal direction, place security first, and have little ambition. Theory Y managers have a positive attitude toward their employees and management in a decentralized, participatory manner. This fosters a more collaborative and trusting connection between managers and their employees. Theory Y’s main assumptions are that workers view work as natural, exercise self-direction and self-control, and learn to accept responsibility and creativity. Organizations are increasingly adopting Theory Y, reflecting workers’ growing demand for more fulfilling jobs that provide them more than simply money.
McClelland defined three motivators – the need for achievement, the need for affiliation, and the need for power. These motivators make workers driven to excel, achieve and succeed, desire friendly and close interpersonal relationships, and need to make others behave in a way they usually would not have acted. McClelland’s approach might assist in identifying the team’s primary motivators. This information may then be used to impact establishing goals, offering feedback, and inspiring and rewarding team members.
Employees in an organization must be motivated to be productive, and management or leadership style plays an essential part. Motivation aims to offer employees assurances of job security, pleasant working conditions, loyalty, and belonging to the company and challenge the workforce. An employee with a solid drive to work and generate outcomes might be a source of motivation. Employees use this motivation to boost their moods and achieve their goals.