I Need Motivation Theories

Motivational theorists differ on where the energy is derived and on the particular needs that a person is attempting to fulfil, but most would agree that motivation requires a desire to act, an ability to act, and having an objective. There are numerous theories of motivation. Ramlall (2005) identified the most relevant theories and explained the respective theories of motivation and how motivation may impact employee commitment in an organization. Five methods of explaining behaviour - needs, reinforcement, cognition, job characteristics, and feelings/emotions - underlie the evolution of modern theories of human motivation. In this motivational theory effort, the following motivation theories were selected: (1) need theories, (2) equity theory, (3) expectancy theory, and (4) job design model given their emphasis and reported significance on employee retention.

In general, need theories attempt to identify internal factors that energize the behavior of an individual. Needs as defined previously are physiological or psychological deficiencies that arouse behavior. These needs can be strong or weak and are influenced by environmental factors. Thus, human needs vary over time and place.

Having synthesized and critically analyzed the motivation theories, the effects of major factors from the respective theories in employee retention efforts are as follows.

1. Needs of the Employee. Employees have multiple needs based on their individual, family, and cultural values. In addition, these needs depend on the current and desired economic, political, and social status; career aspiration; the need to balance career, family, education, community, religion, and other factors; and a general feeling of one's satisfaction with the current and desired state of being.

2. Work Environment. Employees want to work in an environment that is productive, respectful, provides a feeling of inclusiveness, and offers friendly setting.

3. Responsibilities. Given that one feels competent to perform in a more challenging capacity and has previously demonstrated such competencies, an employee may feel a need to seek additional responsibilities and be rewarded in a fair and equitable manner.

4. Supervision. Managers and other leaders more frequently than others feel a need to teach, coach, and develop others. In addition, these individuals would seek to influence the organization's goals, objectives and the strategies designed to achieve the mission of the organization.

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