Three main models of motivation can be categorized, roughly according to their historical appearance. These are the following:
- The rational-economic model - This view of motivation is similar to the conventional view of leadership, which shows that individuals are mainly motivated by their own financial and material benefits.
- The social model -The Public Relations School influenced this view of motivation. Experiments showed that appreciation, a sense of belonging and social contact were inspired by people at work.
- The self-actualising model -The behavioural science school owes a great deal to this model. The self-actualizing paradigm holds that there is an intrinsic need for human beings to fulfil their potential. The ability of a person, however, is a very individual thing decided by her or his character. Behavioural psychologists have developed different models that help administrators understand people's psychological make-up.
Its relative existence is one of the problems that must be related to 'potential'; humans are pack animals and accomplishment is seen as relative by individuals - relative to what we have achieved before (our personal best), any siblings, our neighbours, friends, or even an industry benchmark. Although envy is frowned upon by both philosophy and religion, we typically Only equate ourselves with others. But how do our actions and emotions impact these comparisons?
Envy can have two effects: the envious man feels that if a neighbour breaks a leg, he would seem to be able to walk better himself; yet the successes of others - so-called 'admiring envy' - can also drive him on.
Could envy be important for the successful functioning of the market economy if we are driven by the urge to equal or exceed others' accomplishments or possessions? So, for an efficient and effective organisation, is admiring envy necessary? People at work always want what the individuals above them have - a better job (however defined), more money, a more spacious office, a personal assistant - and this is a major part of what motivates people to do a good job.
But it is, again, relative. The location of one on the ladder is as meaningful as the ladder's absolute height. In a Pay, Level Satisfaction Survey of 16 000 employees in a range Staff at Warwick University found that the position of an individual in the pay ranking was a powerful indicator of how satisfied people were with their salaries - even after allowing absolute levels of pay and distance from the average level of pay.
Flatter companies and open-plan offices mean that, compared to others, many of the noticeable trappings of accomplishment are gone. To show off our plumage, we have new feathers: the lightness of a laptop, the smallness of a tablet, whether one turns left while boarding a plane. These, however, are sometimes insufficient; people are becoming territorial again at work and in search of space - their own space. We are creatures seeking status and the office has become an important place for our role to signal, for our feathers to parade.
We are motivated to accomplish something that is important to us, particularly if we respect those who have it or recognize that owning it puts us ahead of those who do not. When we have everything, however, it ceases to inspire - the desire is fulfilled. Of course, if we feel threatened that we may lose something we love, we can be driven to hang on to it.
Reference
- Harvard Business School (2005) Motivating People for Improved Pegormance HarvardBusiness School Press.
(Terry, no date)Blvd, J. F. K. et al. (2011) Libraries in Developing Countries. Terry, H. (no date) ‘To Influence’, pp. 9–12.
Github.io. (2021). Theories of Motivation. [online] Available at: https://saylordotorg.github.io/text_organizational-behavior-v1.1/s09-theories-of-motivation.html [Accessed 2 Jan. 2021].
