What Motivvates People To Work Hard

What motivates people to work hard?

This will be an analytical report outlining the views of experts, how their views correlate or differ and the relevance of their opinions on motivation techniques. As well this report will also determine whether people are motivated by similar factors or whether the context of the vocation leaves some factors more prevalent than others. This report will conclude having discussed the above question in depth using text materials outlined later on, in the attempt to populate methods of motivation.

Maslow's popular motivation theory is based upon realising each stage of the hierarchy: - Physiological needs (food, water), Safety, Belongingness, Self-esteem and Self-actualisation. The prognosis being that should a worker achieve each stage then they are able to progress to the next stage. The simple theory being that satisfaction of primary needs is required before employees can consider satisfaction of other needs. Consequently if an employer was to cooperate with an employee in his quest of motivation, he needs to be able to assist the employee in achieving his primary physiological needs, before he can expect his level of motivation to increase. Maslow theory is perhaps the most relevant theory pre 21st century; however changes in education and other situations leave most employees at the third stage of belongingness when they are employed. Thus taking the pressure of the employer to meet primary needs. Maslow is correct in saying that employee cannot expect to be motivated without basic needs; however his theory does not cover those that need to work, to gain those basic needs. This theory does not cater for those employees below the middle class status, and therefore is not a true representation of motivational theory.

Other theories such as Herzberg's' were influenced closely by Maslow's, which created the most relevant theory so far, based on job satisfaction (motivators) and dissatisfaction (hygiene). Its ideology being that the factors are created from the job itself rather than any remuneration changes. Therefore employers can apply the theory by assisting employees to achieve, by recognizing their achievements, increasing responsibility, creating meaningful interesting work, and providing opportunities for advancement. This is ideal and is proven in everyday working life as a motivation technique.

Equity theory of motivation proposed by Adams (1963,1965) places the theory of motivation on workers only inputting as much as they receive, to an extent balancing out the employer - employee relationship on a give and receive basis. For example, an employee will only work the hours they are contracted to if the pay is standard and there is no incentive to work longer or harder for their employer. Consequently employers will posses an inefficient worker, and the potential for a weak link within a close knit team. Equity theory contradicts both Herzberg's and Maslow's theories by removing the underlying factor of employer assistance. This theory has identified the need for cooperation, but does not offer ways to neutralize the motivation problem.

Lawler (1971) and Vroom (1964) suggested; in different instances; a different theory of expectancy of work. This theory constitutes that employees work behavior is affected by the wants and expectations of the employer and to what extent the employer is prepared to meet them. This contains similarities to Adams equity theory, the balancing out of the employer and employee roles to construct a motivated workforce. In simple view both theories suggest that employers should offer opportunities and incentives to help accrue more from there employees. It is a discreet link; however it would remain obvious to an untrained eye that should the Lawler/Vroom theory not be met, the employee will simply un-knowingly have fallen in to the Adams theory.

Between all four of these theories there is one underlying motivation normality, the relationship between employee and his/her employer. Despite the different angles of which they have aired their opinions, their theory suggests that a cooperative, assisting relationship should be maintained between the employer and employee in order to increase bouts of motivation. From a modern point of view the expectancies of work would appear to be the more accurate theory, it has the most obvious relations to modern day business and it highlights the underlying factor clearly. However Herzberg's conclusions also remain influential in modern times. From these theories it is evident that a healthy and prosperous employee needs to be assisted on a one to one person basis to help develop there own ambitions and also those of their employer, and this is the real motivating factor.

'A remembered pain can lead to revenge psychology....they'll get back at you some day when you need them' Herzberg, B.S. 2nd Ed.

On remembering that you need your staff as much as they need you.

Having discovered the more apparent prevalent motivation factor it is also important to establish whether different employment circumstances, i.e. context of workplace, type of job