He referred to these as Theory X and Theory Y

Need for Achievement

Need for Affiliation

Need for Power

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

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.

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.

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

• 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.

• 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

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.

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

• 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.

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).

• 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

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.

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.

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.

• 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

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.