Proofreading-Motivational Theories

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Motivational theories

The productivity of motivated employees is higher than the demotivated employees. This is because they tend to do more to get the job done. But what motivates them to do more? This is what most organizations try to find out and maximize on those factors especially the ones that bring motivation. Many schools of thought developed theories to these motivations and are in use up to date. We are going to analyze the response of the interviewee and see how it blends with the motivational theories.

Maslow’s hierarchy of needs has a step by step classification of needs that an individual must achieve before moving to the next step (Maslow 1975).  For example, the first needs; food, shelter, and clothing. From the Interviewee first job they were receiving salary and we can assume they were able to cater to these physiological needs. The next step is the safety needs, issues to deal with economic security (financial motivation); this necessitated the move to Coca-Cola for better pay and more allowances. At the new company they stated in the interview that they felt a sense of belonging, this is in line with the safety needs of this hierarchy. The employee seemed to have moved a notch higher to the esteem needs; working at Coca-Cola brought much excitement, a feeling of ownership and ability to make decisions formed part of the non-financial motivation the employee enjoyed at the new company. You can say at this level that this is a highly motivated employee.

Herzberg elaborated the Maslow’s theory to create Hygiene theory. This involves satisfaction derived from recognition, achievement, and advancement. At Artal Group, they were giving in too much than what they were receiving. There were no perks and no motivation of any kind. According to Herzberg’s Hygiene theory (Herzberg 2017), factors that made the interviewee dissatisfied at Artal group include the salary, poor working conditions that they hardly had time for their families and lack of recognition and advancement opportunities. However, at Coca-Cola, there were more allowances, training, recognition and many progressive openings. These are the “hygiene” factors that bring satisfaction to employees. We can confidently state the interviewee was more motivated at Coca-Cola that the previous company.

Other motivational theories that are not in use but could be appropriate for the interviewee is; Carrot and Stick:  This theory by philosopher Jeremy Bentham states that two components apply in the whole process of motivating an employee. The first one is fear of losing the job or other benefits. It is a negative type of motivation that will make employees do better and try to impress their bosses to secure their jobs. Artal Group should have done this to the interviewee at those early stages of employment to make them look up to increasing productivity rather sulking to their poor states of work and salary.

Another theory is Hawthorne Effect; this theory suggests that employees will feel motivated as a result of the attention being given to them. Even if they have demonstrated that they can work with no supervision, that minimal checking on them goes a long way to motivate them. This theory was developed by Henry A. Landsberger in 1950(Chris 2018). If Artal Group paid close attention to the interviewee, probably they would have stayed and grown with the company.


The interviewee has acknowledged that they underwent through; Induction Training, On-the-job Training, and Off-the-job training. Induction Training is important because it introduces the new employee to the company, its mission, and vision, objectives, traditions, and culture and incorporates them into the team (Deepak 2014).

On the job training; As per BDASUN 2012, on-job training sharpens the new employee’s skills and creates a workforce that is strong and competent. When an employer understands the strengths of an employee they can design a type of training that will enhance their skills further to the highest potential. These trainings make employees feel valued and needed in the organization.

The interviewee also had training outside work. Though they expressed their dislike for the training, it is a good strategic kind of a move that most organizations use to prepare their employees for future ventures that will require that sort of knowledge and skills. It will also put the employee in a better position for advancement when the time comes.

Limitations of the training methods:

Induction training is shallow and does not cover everything an employee needs to know as they assume their responsibilities in the company. On job training takes much of the company’s time and reduces productivity during the training. This is costly to the company in terms of labor costs.

Out of job training are expensive and also time-consuming. There is no guarantee that the employee will stay with the company for long to help it achieve its goals that were driven by the training.

Recommended appropriate training methods:

Soft skills development training; this will involve leadership skills, emotional management, communication skills, time management and say conflict management skills to mention but a few. This applies to all the employees as they are important in any organization. David (2015)

Products and services training: This training may have been lightly addressed during induction but should be scheduled on its own to new employees. It should also be given to other employees to refresh their knowledge. When an organization introduces a new product, it should first train its employees about it. David (2015)








Word cited:

Chris Joseph; Updated May 18, 2018 –Three Main Theories of Motivationby

Dr. Deepak BhanotLab-Training.composted on May 13, 2014, what is the Importance of Induction Training for New Employees?

Chris Chiappa-Thursday, September 13, 2012 11:06 PM ,Why on-the-job training is important


David Vines, December 16, 2015-6 Types of Online Employee Training Programs

Maslow, Abraham H. Almost Everything You Ever Wanted to Know About Motivating People: Or, Maslow’s Hierachy of Needs. Santa Monica, Calif: Salenger Educational Media, 1975.

Herzberg, Frederick. Motivation to Work. , 2017. Internet resource.

Maslow, Abraham H. Almost Everything You Ever Wanted to Know About Motivating People: Or, Maslow’s Hierachy of Needs. Santa Monica, Calif: Salenger Educational Media, 1975.