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Theory X style of management for new starters who will likely need a lot of guidance, or in a situation that requires you to take control such as a crisis . But you wouldn't use it when managing a team of experts , who are used to working under their own initiative, and need little direction.

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Of these three needs, one would tend to be more dominant or relevant to an individual than others.

Achievement motivated people would be more result oriented.

Affiliation motived people would be more inclined to working in team enviroments

People with the need for power would be more motivated to seek out roles overseeing people and/or operations.

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In todays dynamic and competitive business environment the two factor theory is relevant because it provides a framework for managers to understand there aspects

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Benefits include:

very applicable to management and the workplace

Managers can easily determine the motivators and demotivates in the workplace

Initiatives to develop motivation can be put in place and policies to reduce demotivation can me implemented

Limitations:

No attempt to measure the relationship between satisfaction and performance

Some factors are bipolar - that is they way serve to both motivate and/or demotivate

No evidence that satisfied workers improve productivity

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Intrinsic factors relate to things that individuals generally control themselves while extrinsic factors lie outside the control of an individual

Refer to picture above

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Managers can use Expectancy to improve workers beliefs in their performance through methods like increasing training, coaching, and positive feedback. Next, they can be consistent in their application of rewards and positive feedback, which is Instrumentality. Lastly, managers can learn what outcomes employees desire the most and provide them the best they can, this stage is the Valance of the formula. Being focused rewards as opposed to random can help increase the motivation.

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According to the text a persons need for power can be personal or institutional.

Personal being the desire to give orders to people and be in control this way. Your team leaders or floor management that would work directly with people and delegate the workload out would be a good example of this.

The institutional need would be the person, such as a C.O.O of a company ,as the wish for this kind of power comes from the desire or need to control or oversee the goals of the operation and not the people individually.

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This could vary a bit as these needs are individually determined by the person.

Some people may want to behave like family and form personal bonds extending beyond the workplace while others are your best friend in work and have no contact outside of here.

Social Media influencers are a great example of people who have a need for affiliation as they are in a leadership role and document themselves with very personal windows into their lives.

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The people that fit into this category could be referred to as "By the Book".

These tend to avoid low and high risk situations and they wish to be seen doing well.

They want to get stuff done!

Some LinkedIn users would be quite a good example of this need as the would feel the need to present every perceived achievement on this platform.

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PROS:

More optimistic - shows the optimistic nature of the workplace. The workers are committed to the objectives of the company and exercise self control

Love for work - employees love their work and consider it as natural as play and rest

Innovation - employees are very innovative and creative. They can exercise a high degree of imagination

Flexible - employees have creative flexibility in the workplace, they require little supervision

CONS:

Over generalized -this management style tends to over simplify and over generalize human beings to be one way or the other

Lazy managers - managers can delegate all work and relax themselves

Motivation from the job - this theory operates on the assumption that the job itself is the motivation, when really the management should motivate people to work

Lack of time management - some of the employees lack time management skills that will allow them to have the freedom to do the work on their own

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Herzberg theory was developed in 1959 and named after the American industrial and organizational psychologist Frederick Herzberg.

Herzberg interviewed 200 works where he asked to describe what was satisfactory and unsatisfactory about their jobs.

He then classified the answers into two categories which are satisfiers(motivators)and dissatisfiers (hygiene)

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Model may be too simplistic in its delivery

Doesn’t consider cultural or socioeconomic variables

May be hard to get the balance between inputs and outputs correct

Equity within and across grades can be difficult to assess in practice (e.g. people’s perceptions on the matter can vary widely).

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Benefits.

Identifies that people decide on how much they contribute.

It is measurable.

Aims to be predictive.

Clearly states that motivation is made up of a positive expectation and positive valance together.

Limitations.

People's estimates differ.

Valence is subjective.

Individuals can never have complete knowledge of outcomes. (Can't be certain you will get a pay rise.)

It does not measure performance, only motivation.

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One of the the content theories

purposed in 1969 by Clayton Alderfer

ERG - Existence, relatedness, Growth

The theory differs to Maslow's in the sense that needs are not hierarchical in a strict Maslow sense, rather they exist simultaneously.

This theory was purposed with the intention to overcome the shortcomings of Maslow's theory.

Benefits:

1. More simplified than Maslow's theory.

2. Growth needs are especially applicable to managers for employee development

3. Needs are seen as simultaneous rather than layered.

Limitations:

1. Too simplistic

2. Does not address culture

3. May be viewed as a more condensed version of Maslow's theory

Relevance today:

Growth or self actualisation is valued in the workplace.

rather than simplifying or improving Maslow's theory, the theory is more complex

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In the workplace employees need to put in good inputs to get a fair output and other rewards such as high pay etc. Inputs include work ethic, commitment, skill, motivation and enthusiasm for the job. These impact the outputs which include financial reward, reputation, praise and responsibility in the workplace. As the theory suggests low motivation for the job and low work ethic will result in poor work outputs. It also suggests that employees will have positive attitudes towards their job if they feel they are being treated fairly and if they are given fair pay based on their work.

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In 1963, American psychologist John Adams argued that employees seek to maintain equity between what they put into a job and what they get out of it. His views are based on the principle that people value fair treatment in work as in society.

equity theory is built on the belief that employees become de-motivated, both in relation to their job and their employer, if they feel as though their inputs are greater than their outputs.

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This refers to the value an individual places on the reward. How desirable (or undesirable) is a particular outcome to an individual?

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Theory Y managers trust that their employees can handle more responsibility and so encourage them to learn and develop as they work.

They will encourage their employees to participate in collaborative projects, trusting them to deliver on their objectives.

Theory Y managers view their employees as valuable assets and would assume the following about their employees:

Find their work satisfying and challenging

Want to help make good decisions

Motivate themselves

Take responsibility for their work

Need very little direction

Can think outside the box to solve problems

Performance appraisals might still be part of the process, but more as an open discussion rather than to keep control of progress.

Theory Y is a much more positive management style than Theory X, which could explain its popularity. It allows the employee to have some freedom and responsibility – and the manager to feel less like they need to pressure their staff.

This allows employees to reach their full potential at work, resulting in a more satisfied and productive workforce

Managers need to promote a culture in the workplace that is conductive to hard work and high achievement

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This is the belief that an individual will be rewarded if the performance expectation is met. For example, “If I complete Y amount of work, I will likely get promoted”

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This refers to the belief that one's actions will result in an attainment of a desired performance. For example, “If I expend X amount of effort, I will probably complete Y amount of work”

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Some characteristics of Theory X Managers include:

micromanager

thinks staff should be controlled, forced and threatened to produce work.

uses reward system to get staff to work, as they believe this is the only way to get them to work efficiently

usually found in orgs. with several tiers of management

authority is rarely delegated and hored by the manager.

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This theory allows mangers to assess whether employee are satisfied or dissatisfied in job situations.

Manager can measure input against outputs and implement strategies to increase motivation

Managers can identify the elements that lead to motivation and de-motivation and how the behavior can be addressed

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The model has no nuance, it is too simplistic and generalised

The model looks at basic needs and doesn’t consider culture or other aspects of the human experience

It is possible for a person to satisfy higher-level needs before lower-level needs, the order is arbitrary and not true to every individual's experience

It is argued that self-actualisation is not linear. Even Maslow himself argued that unmet needs can often be a motivator for self-actualisation.

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Separates physical and emotional motivators

Self-actualisation can be satisfied in workplace scenarios

The model allows managers to identify the motivations of the employees, employers can identify solutions to satisfy each set of needs - such as hosting social events to satisfy belongingness.

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In 1964, Victor Vroom came up with the Expectancy Theory. This theory argued that the persons motivation is determined by desirability of the outcome. He broke motivation down into an equation,

Motivation = Expectancy x Instrumentality x Valance.

Without one of these factors, the motivation drops and leads to poor / minimal performances.

This theory can be argued against Maslow's theory, where rather than the desire to satisfy needs, the outcomes are more important for the employee.

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Typically, only when a need is satisfied can someone move to the next one up. When someone is lacking physiological needs like food and shelter, they cannot focus on safety needs like law and stability.

Only when all below it has been fulfilled can self-actualisation be reached. Fulfilling this means a person has reached their full potential in life.

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Maslow argued that people are motivated by a desire to satisfy needs. He lists these needs in hierarchical form and claims that people tend to follow needs systemically from the bottom to the top.

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Pessimistic view

Managers assume that their staff are naturally unmotivated and dislike work

performance appraisals are based on tangible results i.e. sales. They will use these to control and keep tabs on staff

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Organisations offers opportunity to satisfy three Needs

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Organisations offers opportunity to satisfy three Needs

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In 1961 McClelland argued that an organizations offers opportunity to satisfy hierarchal three needs and they are;

Need for Achievement

Need for Affiliation

Need for Power

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James & Mathew

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In 1960s McGregor developed two contrasting theory, this explained that mangers beliefs on how they motivate staff can effect their own management style.

He referred to these as Theory X and Theory Y

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Scott, Andrei and Giovani.

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Luke, Tommy and Thomas

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Kerrie, Jessie, Robyn and Roisin