Introduction
When we speak about motivation, we can easily see inspiration as the durability arising from the mind / mental work that dictates how an individual will behaviour in an organization or workplace, how much effort this individual is wearing his/her tasks and exactly how this person remains tightly on his /her tasks whenever hurdles face him/her. To professionals, their interest is to ensure implementation of strategies and therefore they have the obligation to stimulate their employees because loos\ing an employee can be very costly. In addition, professionals need to stimulate workers so that they can wthhold the valuable ones as well recruit the better to join the organization as this means success in applying strategies. Through intrinsic pay back (self-satisfaction on concluding a task) and extrinsic compensation (being identified by others for good work done), employees are able to perform as managers expect, thus professionals have to ensure they motivate their employees. As there are several drive ideas, only through looking at and contrasting one can establish those motivate staff more than others. Maslow's pyramid or hierarchy of needs theory of inspiration has greater desire to employees than Vroom's expectancy theory.
Comparing
First, Maslow's hierarchy theory as a youthful proposition, it creates the base which Vroom's expectancy theory, a later edition, builds on. Second of all, both Expectancy and the Maslow's hierarchy of needs motivational ideas, they both permit a person to modify his/her input (efforts to attempt a task) depending on importance they have got on the expected lead to the entire treatment of executing that activity and what they understand about insight and output. For instance, Maslow theory of inspiration as a commonly known theory, it addresses needs of an individual in a hierarchy manner. It considers a single need which need depends on already other satisfied needs. From an arrangement of how these needs need to fulfilment in a hierarchy manner, you can establish the ones that require early on fulfilment than others. Furthermore, both ideas allows a person to determine which results are probably to encourage people which will determine the best steps to adopt as factors with their experiences and objectives ( Droar 2006).
Maslow's understanding on the effect of unsatisfied needs relates to expectancy theory for the reason that like Maslow, Vroom implies in the expectancy theory that the necessity to fulfil unmet requirements is exactly what motivates individuals where such a person will make a worried decision to undertake a certain job in a fashion that he/she knows as satisfying that need. Therefore, high drive will express where there is concise and quantified goals that for example in a team the associates understand how a task as achievable and how it would advantage them substantially. In conditions of low desire, associates usually become frustrated as they cannot identify the best ways to attempt different tasks and for what rewards these jobs may bring to them (Yeatts and Hyten 1998, p. 64).
In addition, whenever an individual realizes that he/she is missing an essential item/want essential for wellbeing, then this understanding will set up a need for that individual to attempt activities or behave in a manner that will lead to satisfying that particular need. Moreover, if someone understands that certain need has been satisfied, then this person will lack desire to manifest personas/behaviours that associate with satisfying the need (Yeatts and Hyten, 1998, p. 63). Considering this point of view in a workplace, what this means that is the fact financial benefits will become a significant inspiration tool until a knowledge that the amount of money is a means of satisfying different categories of requirements (basic needs). Unlike this, if these folks understand that such needs are fulfilling, then these people/employees will lack drive to fulfil such needs and will rather establish different ways of satisfying higher ranked needs touching self-esteem. A lot more the targets employees have on the job, the higher the motivation they will have to execute. These approaches are normal both Maslow's hierarchy of needs and Vroom's expectancy theories of drive.
Contrasting
As recommended by Victor Vroom and unlike Maslow' theory, the expectancy theory of drive does not give attention to needs but concentrates in the results. When Maslow's hierarchy of needs theory concentrates on the relationship of interior needs of a person and the expected work needed to fulfill them such as time and money, Vroom sets apart work (a result of determination), performance, and results/results. This implies that for anybody to get encouraged, the drive behind effort should relate with execution of relevant responsibilities and the outcome. To hook up the drive/effort with performance, expectancy helps someone to assume that extra devotion on an activity will improve performance, signifying hard work pays. For the hard work to be fruitful there must be right resources (adequate time, appropriate skills, and support). Linking performance and final result will be instrumentality that helps one perceive that whenever a person performs excellently, a worthy results is viable and finally valence connects end result and effort as dictated by the key motivation. For example, if cash motivates someone, then taking leave would not be valuable to this person because he is not making money.
In Maslow's theory of motivation, individuals get desire from something extra when compared with only cash/financial benefits and job fulfilment. Therefore, the wide-ranging consideration of differing factors improves motivation of individuals/employees. Expectancy theory on its part only illustrates drive as not applying to all circumstances as the knowledge of whatever one desires to achieve/things relates to initiatives on an activity and performance of that process, performance and settlement/gain, gain and objective fulfilment. As these will differ for different individuals as well as locations, to design rewarding systems, managers should thus always consider particular organizational structure so the rewards offered relate to specific goals in such surroundings (Gunkel 2006, p. 15).
Expectancy Theory of determination demonstrates to be most complex looking at to Maslow's theory in motivating employees because your time and effort to undertake a task will relate with the encompassing and capability to dictate the resulting achievement/performance of any person (Griffin and Moorhead 2009, p. 99). This theory to significant number of men and women and situations, might neglect to apply. For instance, it is more difficult to change management routines of an organization to meet individual needs, which can appear as obsolete ways of doing things to many people and therefore expectancy theory viewed as an individualized theory alternatively than management oriented (Hassard and Parker 1993, p. 93).
Contrary to the expectancy theory, Maslow's hierarchy of needs theory has the option that "working towards self-actualization, alternatively than actually reaching it might be the ultimate determination for many people" (Griffin and Moorhead 2009, p. 88). As currently, some people end up giving high paying careers that neglect to meet their job objectives to low paying jobs that satisfy. Maslow's gives a sense of understanding without conscious reasoning thus common to numerous practicing managers and gives a general structure to classify demands as needs will not necessary fit to Maslow's model. In the way where the needs rank, the bottom needs will be referred to as physiological needs (water and food) plus they determine when the following batch of progress needs (knowing and perceiving one's needs) begins fulfilment. It is only when the development needs are satisfied that one reaches peace to realize his/her probable such as self-actualization (example) after which one can triumph over his/her self-esteem (example) to aid others (Droar 2006). This is a more realist layout that enables one to intensifying exploit his/her potential through satisfaction from preceding degree of needs unlike expectancy theory that limits only on pay back and job satisfaction.
The expectation theory to managers will starting their reward on individual accomplishment as to how better that individual relates source and output attending to of any possible changes along the way to reduce risk. Furthermore, managers must utilize organizational structure that hold rewards and performance mutually as well as ensuring rewards are worthwhile to employees, and really should involve in training to improve employees potential and knowing that extra effort produces good performance. This can be challenging as the procedure might grow to be complex for a few mangers. However, Maslow's hierarchy of needs theory gives the overall flexibility for managers to allow development in the ranks of their workers in the simplest way they feel satisfied increasing motivation. In addition, Maslow's theory allows professionals to understand the significant needs working for specific employee ensuring drive.
Conclusion
In summary, Maslow's hierarchy of needs theory has better desire to employees compared to the expectancy theory. Although they compare in a few aspects, the significantly vary in others. Both of these theories compare in Maslow theory creating a base from which expectancy theory produces from, both allowing a person to modify his/her input depending on importance they may have on the expected final result after performing an activity, as well as allowing an individual to establish which email address details are probably to motivate them or others. Unlike the similarities, expectancy theory specializes in the needs as opposed to the results on a specific process where else Maslow's theory focuses on how the various needs associate with themselves and what it calls fro to fulfill them and allows professionals to understand the significant needs working for specific worker ensuring inspiration. Expectancy theory separates work, performance, and achievement of a certain job rendering it difficult and sophisticated for many individuals to explore their potentials because your time and effort to undertake an activity will relate to the encompassing and capacity to dictate the causing achievement/performance of the person. This is often a complicated process. Therefore, Maslow's hierarchy of needs theory of determination is more natural and cheaper in motivating in comparison to expectancy theory of motivation.
References
- Droar, D. , 2006. Expectancy theory of desire. Available at: http://www. arrod. co. uk/archive/concept_vroom. php [seen 18 March 2010]
- Griffin, R. and G. Moorhead, 2009. Organizational action: controlling people and organizations. 9th ed. Connecticut, US: Cengage
- Gunkel, M. , 2006. Country-compatible incentive design: an evaluation of employees' performance praise tastes in German and the united states. NY: Springer
- Hassard, J. and M. Parker, 1993. Post modernization and business. London, UK: SAGE
- Yeatts, D. and C. Hyten, 1998. High-performing self-managed work teams: a comparison of Theory to apply. London, UK: SAGE
