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Employee motivation is an intrinsic and internal drive to put forth the necessary effort and action towards work-related activities. It has been broadly defined as the "psychological forces that determine the direction of a person's behavior in an organisation, a person's level of effort and a person's level of persistence". [1]
The 3H-model of motivation ("3H" stands for the "three components of motivation") was developed by professor Hugo M. Kehr, PhD., at UC Berkeley. [1] The 3C-model is an integrative, empirically validated theory of motivation that can be used for systematic motivation diagnosis and intervention.
To date, a great amount of research has focused on the Job characteristic theory and the Goal-setting Theory. While more research is needed that draws on a broader range of motivation theories, research thus far has concluded several things: (a) semi-autonomous groups report higher levels of job scope (related to intrinsic job satisfaction ...
Motivation crowding theory is the theory from psychology and microeconomics suggesting that providing extrinsic incentives for certain kinds of behavior—such as promising monetary rewards for accomplishing some task—can sometimes undermine intrinsic motivation for performing that behavior.
Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs.
[4] [5] His article Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being was the 6th most cited Psychiatry and Psychology article of its decade. [ 1 ] [ 6 ] In 2017, Ryan and Deci comprehensively examine four decades of motivational research in Self-determination theory: Basic psychological ...
The studies concluded that an employee orientation rather than a production orientation, coupled with general instead of close supervision, led to better results. The Michigan leadership studies, along with the Ohio State University studies that took place in the 1940s, are two of the best-known behavioral leadership studies and continue to be ...
Herzberg's theory challenged the assumption that "dissatisfaction was a result of an absence of factors giving rise to satisfaction". [7] Motivational factors will not necessarily lower motivation, but can be responsible for increasing motivation. These factors could involve job recognition, potential for promotion or even the work in itself. [6]