Title: Theories of Motivation and Their Application in Organizations
Headings: Theories of Motivation and Their Application in Organizations: A Risk Analysis
Theories of Motivation and Their Application in Organizations: A Risk Analysis
Hypotheses and theory
Theories of Motivation and Their Application in Organizations: A Risk Analysis
Reuben M. Badubi
Theories of Motivation and Their Application in Organizations: A Risk Analysis
1. Introduction
2. Motivation
2.1 Job Satisfaction
3. Theories of Motivation
3.1. Maslow’s Hierarchy of Needs
3.2. Herzberg’s Two-Factor Theory/Motivator-Hygiene
3.3. McGregor’s X and Y Theories
3.4. McClelland’s Need Achievement Theory
3.5. The Equity Theory
3.6. Value – Percept Theory
3.7. Vroom’s Expectancy Theory
3.8. Porter-Lawler Model
4. Risk Analysis of De-Motivated Employees in Organizations
4.1. Operational Risks
4.2. Personnel Risks
4.3. Reputational Risks
4.4. Environmental Risks
4.5. Health Risks
4.6. Financial Risks
5. Importance of Motivation in the Workplace
6. Conclusion
References
theories of motivation

Content: In every employee, motivation maybe because outside factors (extrinsic) such as rewards or within an individual (intrinsic), desire to do better. 2.1 Job Satisfaction
For us to help understand underpinnings to motivation, we must first explore what job satisfaction means because motivated employees will have a job satisfaction. According to Kumar and Singh (2011, p.12), job satisfaction (or the lack thereof) depended on the employee’s perception of the degree to which his work delivers those things that he desires – how well outcomes are met or expectations perhaps even exceeded. Regardless of the actual circumstances and situation, job satisfaction is an emotional response that cannot be seen, only inferred. Jehanzeb, Rasheed, Rasheed and Aamir (2012, p.274) held a similar view, defined job satisfaction as “a sensation employees have about their work environment and their expectations toward work”. Depending on the rewards and incentives employees receive and management’s motives for giving them, employees will respond to their work environment by being productive. Organisations must be seen to support employees in their daily work in order to bring about loyalty and improve retention by removing elements that may create dissatisfaction, while bearing in mind that in a heterogeneous environment, with male and female employees from different age groups, generations, and (to a certain extent) backgrounds, and with varying qualifications or experience, no single element will produce either universal approbation or collective disapproval. theories of motivation
3. Theories of Motivation
3.1. Maslow’s Hierarchy of Needs
According to Smith & Cronje (1992), the way Maslow’s theory is explained relies on the fact that people want to increase what they want to achieve in life and their needs are prioritized according to their importance.