This document discusses several theories of motivation that have been studied and applied in workplace settings. It begins by describing Maslow's hierarchy of needs theory, which focuses on fulfilling different levels of needs and moving towards self-actualization. Next, it covers two-factor theory, which separates factors into dissatisfiers and motivators. It also discusses equity theory and the importance of fair treatment. Contemporary theories discussed include expectancy-value theory and goal-setting theory. The document concludes by stating that expectancy theory, which focuses on meeting short-term goals, is most applicable in the author's current workplace.

1. Respond to each peer with 3-4 sentences long on their initial
post
Peer #1 initial post
Motivation is the reason behind a particular behavior,
willingness or desire for something. It is a subject that has been
studied in peoples’ personal life as well as professional life
using many different factors. There have been many approaches
and theories about motivation that all same a similar question.
There are several theories that have been studied done in
reference to motivation, but three traditional ones are: Maslow’s
Hierarchy of Needs, Two Factor Theory, and Equity Theory.
Traditional Theories of Motivation
Maslow’s Hierarchy of Needs focuses on the “acceptance of
tendency towards self-actualization as a basic tenet of the
humanistic psychology.” (Vasu, Stewart, & Garson, 1998 p.64).
The levels/needs in the hierarchy are physiological needs, safety
needs, affiliation needs, esteem needs, and self-actualization. In
this theory the goal is that once one level is complete the person
can move to the next one because the need was satisfied until
self-actualization is satisfied. The pro with this theory is that
with the move to each level a person is achieving personal
growth. The con with this theory is that the satisfaction is not
measurable.
Two Factor Theory is a growth and development model focusing
on the attitude of a job, the two factors are dissatifiers and
motivators. According to Vasu, Stewart, & Garson (1998), “one
set of needs stem from the person disposition and centers on
avoidance of loss of life, hunger, pain, sexual deprivation, and
so on; while the second dimension of human nature is pleasure-
seeking oriented or motivation.” (p. 71). The classic factors in
this theory are recognition, achievement, advancement,
responsibility, nature of work, and opportunity for growth

2. personal and professional. The hygiene (dissatisfaction) factors
are supervision, working conditions, salary, interpersonal
relationships, relationships with subordinates, and company
policy. The pros are that the factors are measurable and it is
understood that motivation comes from the actual individual.
The cons are the factors that are used can be either satisfied or
dissatisfied and data could not be 100 percent of the actual
attitude because it does not take into consideration of
personality types.
The equality theory believes that “employees desire that their
efforts, abilities, and performance be judged fairly relative to
others in the workplace.” (Vasu, Stewart, & Garson, 1998, p.
73). The key factors are input, outcomes, comparative analysis,
and actions. The theory also focuses on the individual and how
inequality is perceived to that person. The pros are that the
theory does take into consideration of different personalities
and it can be measured of what is actually being treated fairly.
The cons are everyone does not value the same things, so what
is considered important to someone may not be important to
another employee.
Contemporary Theories of Motivation
Expectancy-Value Theory focuses on the motivation and
achievement of an individual. The theory believes that to
understand the motivation of an individual, the concepts are
valence, expectancy, and force. The pro is there is a self-
interest in the motivation and achievement. The con is that
expectations can be limited to the individual.
Goal-Setting Theory is that goals can motivate people because
they can be compared from the present performance to the target
(goal) performance. Usually if the goal is not met, people in
return will work harder. The pros are that goals are based on
individual performance and goals are set by the individual so
they are attainable. The cons are that not everyone will set a
realistic goal for themselves and in a workplace, an individual
goal can get in the way of a goal set by someone in leadership.
Which theory is used at work?

3. In my workplace the equity theory is used. I feel that this theory
is used because as an employee it is important for me to be
treated fairly. The inputs are my bachelor’s degree and past
experiences. The outcomes are working for a creditable
organization, competitive salary, and gaining experience. The
comparative analysis is my current experience and the
additional experience that can be gained. The actions are the
open door policy, where I am able to speak with leadership if I
am ever concerned or unhappy. This theory is also true in my
workplace because there have been times when employees did
not feel they were treated fairly and the employee motivation
has decreased significantly.
Vasu, M.L, Stewart, D.W., Garson, G.D. (1998).
Organizational Behavior and Public
Management.
3
rd
Edition. Boca Raton, FL. Taylor & Francis Group.
peer #2 initial post
Without considering motivation, no organization, public or
otherwise, could operate successfully. Employees must have a
reason for performing the tasks they are performing, otherwise
they have no will to complete them. This is a microcosm of
Maslow's original need theory, which assumed the idea that
"man is a perpetually wanting animal" (Denhardt, Denhardt &
Aristigueta, 2013 p.167). The theory, popularized in his
Hierarchy of Needs, presents categories of needs that humans
seek to fulfill, beginning with the basic needs of survival, and
peaking with more philosophical needs of understanding oneself
and one's purpose. Maslow demonstrated that satisfying these
needs was at the core of every person, and by extension every

4. employee. This laid the groundwork for employers to
understand how to gain employees and entice them to perform.
However, the theory addresses the bare minimum of motivation,
without directly relating things to a workspace, which makes
the theory difficult to apply.
McGregor capitalized on this idea and developed it further.
McGregor's ideas centered on the recognition that people need
opportunities at work to satisfy not only lower-level needs for
wages and decent working conditions but also higher-level
social and ego needs"(Denhardt, Denhardt & Aristigueta, 2013
p. 167). It is these more independent needs that organizations
must learn to cater to. Addressing the more basic needs of
sustenance security can be reached through any outlet for
financial gain. Even beyond employment, these needs can be
sated through less common methods like creating one's own
food and shelter or gaining it through illegal means. It is
through discovering and fulfilling employees higher-level needs
that employers separate themselves from others, helping them
retain their workforce and increase success. The downside of
this and other need-based approaches is that they do little to
account for the methods in which employees are expected to
meet their goals. They are more concerned with gratification
than practicality.
Where Maslow and McGregor developed theories based on what
people wanted, Vroom focused on what people would do to get
what they wanted. Vroom posited that there were three concepts
related to motivation: valence, expectancy, and force (Denhardt,
Denhardt & Aristigueta, 2013 p.170). Once a goal or need is
considered, the valence correlates to how strongly the person
desires to reach the goal, expectancy is the gauge of how easily
the person believes they can reach the goal, and force is the
effort they put in to reach the goal. This approach considers an
employee's rationality. If humans will naturally take the
simplest route to complete any task, then organizations can use
expectancy-based motivation to encourage employees to see
their goals as tangible, to reinforce their efforts in the

5. workplace. However, employers may run the risk of
discouraging employees from reaching too high, leaning
towards goals which are more practical but less inspiring.
In modern times, Steel and Konig have adapted these and other
traditional theories into what they call Temporal Motivation
Theory, or TMT. TMT builds on the past ideas by incorporating
time as a determining factor in motivation. Steele and Konig
believe that the time associated with receiving the benefits of a
task will influence how powerful it is as a motivator. A tenet of
their theory is picoeconomics, which "emphasizes the idea that
when people make decisions, they tend to underestimate the
value of benefits that will occur in the future" (Denhardt,
Denhardt & Aristigueta, 2013 p.179). This theory is effective to
summarize how many factors are present in establishing
motivation, but if it is to prove effective from an employer's
standpoint, it relies on the employee's openness to share values
for these factors, or the employer's ability to understand
employee's individual needs.
Cross, Baker, and Parker theorize that a key to motivation is
positive energy coming from others. They believe that those
who need extra encouragement to be successful are motivated
by "energizers" who are naturally more charismatic and
enthusiastic (Denhardt, Denhardt & Aristigueta, 2013 p. 181).
By proximity to these people, other employees find themselves
trying harder on their own tasks. The issue with this approach is
its depends on some employees to be naturally energized to
essentially take the effort of motivating off of the employer.
In my current workplace, expectancy theory is most prevalent,
because the general job requirement is based around meeting
consistent, short-term goals. This keeps employees feeling
accomplished, because they are consistently completing tasks as
they appear, and if there is ever a goal not met, another is right
around the corner, keeping the stakes low and pressure down.
Denhardt, R. B., Denhardt, J. V., & Aristigueta, M. P. (2013).
Managing human behavior in public and nonprofit organizations

6. (3rd ed.). Retrieved May 11, 2016, from
https://digitalbookshelf.southuniversity.edu/#/books/978145225
5705/cfi/0!/4/2/2