Motivation Theory

The causal models, then, measured and assessed the results of motivating causes on organizational final results primarily during the context of need importance conflict. These models had been not entirely satisfactory (Locke, 1983).

The causal models did not provide the strength and preciseness of analysis needed to accurately define the relationships between motivation, employment satisfaction, and various organizational outcomes, and to develop powerful strategies to promote desirable organizational final results from your enhancement of motivation and job satisfaction (Blegan, 1993). Researchers then oriented studies toward the identification with the particular reasons that affected career satisfaction and could motivate folks inside organizational environments (Locke, 1983). This body of work has grow to be called content theories of motivation and work satisfaction (Scott, 1992).

Maslow (1954) dealt with motivation in the theory with the hierarchy of needs. The hierarchy divided human needs into greater and lower orders. The lower order requirements are primary, just like food, shelter, sex, and physical security, while the higher order requirements involve affiliation, adore for others, and self actualization. After the lower order requirements are absent inside the life of an individual, the satisfaction of people requirements turn into the center with the individual's life. In most modern-day societies, however, the principal requirements are satisfied.

Professional businesses have encountered similar problems. Rosenberg (1998) reviewed the practice in quite a few public accounting firms, wherein the "firms pay all their partners both equally although they do not make equal contributions towards the organizational success" (p. 46). Organizations observing this practice argue that such a scheme both reduces "conflicts and fosters teamwork" (Rosenberg, 1998, p. 46). Rosenberg (1998), however, contends that this model of compensation management may, in fact, "lead to dissatisfaction and failure to maximize performance" (p. 46). Rosenberg (1998), thus, recommends that professional organizations develop performance based compensation systems that that account for varying levels of capabilities and contributions by perform. Rosenberg (1998) concluded from consultations with 288 professional accounting companies "that the compensation system should be according to performance, motivate partners to complete what's needed of them, reward the values held to be most critical by partners, be perceived as fair by partners, flexible and involve the promoting department" (p. 45).

Herzberg, Mausner, and Snyderman (1959) created the two point design of motivation that's often confused with Maslow's hierarchy of needs. The two factor design divided the reasons involved in an individual's organizational life into hygiene factors.

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