Organizational Behavior: Applying Motivation Theories for Engagement

This essay critically analyzes various motivation theories, including Maslow's need theory, learned need theory, and the four drive theory, and their relevance to enhancing employee engagement in contemporary business organizations. It discusses the strengths and weaknesses of each theory, providing examples of how companies like Apple and Unilever apply these concepts. The essay highlights the importance of understanding diverse employee needs and tailoring motivational strategies accordingly. It concludes that while each theory has its limitations, they offer valuable insights for managers seeking to create a more motivated and engaged workforce.

Running head: ORGANIZATIONAL BEHAVIOR
Organizational behavior
Name of the student
Name of the university
Author note

1ORGANIZATIONAL BEHAVIOR
Introduction
Employee engagement is one of the major factors to be considered by the contemporary
business organizations in achieving the business excellence. This is due to the reason that the
more will be the engagement level of the employees in their workplace, the more will be the
organizational productivity and effectiveness. In addition, high level of employee engagement
will also cause fewer employee related issues in the workplace. Thus, more business
organizations are trying to figure out the most effective strategy in enhancing the motivation
level of the employees and engaging them in the workplace (Dobre 2013). There are number of
popular motivation theories being practiced by the organizations for motivating their employees.
Some of them are Maslow’s need theory, expectancy theory, learner need theory and four drive
theory. All these theories are having different elements, which can help in motivating the
employees. However, it should be noted that each of these motivational theories are effective in
different business situations and thus they may be successful with a few business entities or not.
It is important for the business organizations to have the idea and understanding about
how each of these theories can help the managers in engaging their employees. This essay will
discuss and critically analyze the relevancy of these theories and how they can be used in
motivating the employees. Different opinions given by different sets of authors will be used for
the analysis.
Maslow’s need theory
This theory is one of the most popular and widely motivational theories being practiced
by the contemporary business managers. According to this theory, there are majorly five steps or
stages of needs that should be considered by the managers in motivating the employees.

2ORGANIZATIONAL BEHAVIOR
According to Lester (2013), the most primary need stated in this theory is the psychological
need, which refers to the basic needs such food, water and shelter. Thus, if the employees cannot
have these needs getting fulfilled, then they will not be motivated to work. For instance, in any
small business organizations, employees working on the basis of daily wages are only getting
motivated if they can fulfill these needs. It is also being stated by the authors that if the
employees cannot get enough money from the organization to meet these basic needs, then it is
unlikely that they will be motivated in the workplace. Furthermore, Jerome (2013) stated that the
next need that should be fulfilled by the managers is safety needs, which refers to the safety and
security of the employees. Thus, as per the authors, it is the responsibility of the managers to
ensure the job security of the employees and provide them safe working environment. If the
employees cannot have safe working environment, then they will more likely to stay demoralized
and will seek changes. Thus, offering safe working place can be a motivational force for the
employees.
According to Salado and Nilchiani (2013), employees can also be motivated if their
contribution in the organization is being recognized and awarded and offering challenging job
roles. This is due to the reason that employees will be more motivated to perform better if they
are being rewarded for their good performance. According to the authors, they will feel more
engaged to get recognized again. As per the esteem needs of the Maslow’s need theory,
employees will be motivated by the sense of prestige and accomplishments. In addition, the
authors have also stated that offering challenging roles can also be a motivational factor for the
employees. This is due to the reason that employees will have the sense of importance if they are
being offered challenging roles. Thus, it can be concluded that as per the Maslow’s need theory,
fulfillment of these factors can help the business managers in motivating the employees. In the

3ORGANIZATIONAL BEHAVIOR
case of Apple, the employees of them are mainly motivated due to the challenging working
environment being offered to them. They carry a certain sense of pride in working with Apple. In
addition, the offering proper remuneration to the employees is also ensuring that all the basic
need of them is getting fulfilled. This is in turn helping Apple in having the motivated and
engaged employees in place.
However, on the other hand, there are number of criticism also being raised by different
authors regarding the effectiveness of Maslow’s need theory. According to Taormina and Gao
(2013), the needs given in this model cannot be aligned with the real world situation. This is due
to the reason that in the real situation, each of the employees may have different sets of needs,
which cannot be fulfilled by following singular approach. In addition, it is also stated by Datta
(2014) that in the current scenario of multinationals, workforce is more diverse in nature and
thus, the needs will also be different. For instance, not all the employees will get motivated by
having challenging job roles. Thus, it can be concluded that Maslow’s need theory is not well
aligned with that of the current business scenario, but the approaches discussed in this theory can
help the business managers in motivating the employees in different manners.
Unilever is one of the leading multinationals in the current time and they are having
employees from different social and cultural groups across the world. Employee from one region
may be get motivated by having only remuneration while on the other hand; employees from
another region may get motivated by having recognition in the workplace. Hence, multinationals
should have different approaches stated in this theory for employee engagement. This is also
evident in the people management of Unilever, where employees are being given proper
remuneration as well as productive working environment and meeting the requirements of them.

4ORGANIZATIONAL BEHAVIOR
Learned need theory
This theory is being stated by David McClelland and according to this theory; there are
majorly three dominant motivators by which the employees can be motivated. These three
motivators are need for achievement, need for affiliation and need for power. It is stated by Van
den Broeck et al. (2016) that some employees will have the preferences for achievement and
these employees can be motivated by providing challenging roles and recognizing their
contribution. It is also being stated by the authors that the employees getting motivated by means
of achievement should be given more responsibility in the workplace. It is also the responsibility
of the business managers to segregate the employees on the basis of these needs. This is due to
the reason that each of the group of the employees will have different sets of needs.
Lazaroiu (2015) further stated that compared to the Maslow’s theory of motivation,
learned need theory is more effective for the contemporary business organizations. This is due to
the fact that this theory stated about the presence of the different motivators among the
individuals and it is also stated that the dominant motivators should be identified. Thus,
according to the authors, it will be easier for the managers to divide the entire workforce based
on these motivators and initiate strategies accordingly. For instance, Coles can identify the
employees with having the need for achievement based on the cultural dimensions of their
society and offer them more challenging roles and provisions of achievement compared to other
sets of employees.
The next need in this theory is the need for affiliation. According to Guss, Burger and
Dorner (2017), there are certain sets of employees who prefer more collaborative culture in the
workplace and unlike the previous sets of employees; they do not get in to competition and

5ORGANIZATIONAL BEHAVIOR
uncertainty. Thus, as per the authors, more social and collaborative approach in the organization
will help the business managers to motivate these types of employees. It is also being stated that
team work concept is the most ideal strategy for motivating this employee group. This is due to
the reason that in the team, they will be able to work in more coordinated and cooperative
manner and will have collective risks.
However, on the other hand, it is stated by Ranasinghe and Dharmadasa (2013) that
employees with having the need for affiliation should also have the provision for getting noticed
among the team members in order to stay motivated. This is due to the fact that this set of
employees is having the preferences of getting cared and noticed by others. Thus, the work
environment and approach should be designed in such a way that the employees will be
motivated in working with the team. In addition, the authors have also stated that the more care
and notice will be received by the employees, the more they will feel involved in the workplace,
which will lead to the enhancement of their engagement level.
The last motivator of this theory is need for power. According to Deci and Ryan (2014),
certain sets of employees want to have control and authority in the workplace. They also enjoy
competition and achievement but by staying in command. Thus, as per the authors, these
employees can be motivated in their workplace by providing them authority and power over
others. However, it is stated by Uduji and Ankeli (2013) that these employees should be
managed more carefully over others due to the fact that they are not effective in any
organizational situation such as in the team. Employees with having the need for power will pose
challenge in the consensus based team activities. Thus, it is the responsibility of the managers to
allocate job roles accordingly. For instance, managers can place these employees in the area
where the revenue is getting low and more authoritative role is required. These employees can

6ORGANIZATIONAL BEHAVIOR
help in taking the entire responsibility and manage the situation in their way. The authors have
also stated that these employees are preferable by the organizations with having the intention for
aggressive business development.
Liu and Wohlsdorf Arendt (2016) stated that even though this theory is more effective for
the contemporary business organizations than the Maslow’s need theory, but still a few issues
can get generated. One of the major issues will be the segregation of the employees. According
to this theory, dominant motivators of the employees can be determined by their cultural and
social groups, but it is not obvious that employees from the same cultural group will have same
sets of preferences and need. Thus, in this case, the manager will not be able to initiate strategies
for employee engagement as per the learned need theory.
Four drive theory
This theory is one of the newest iterations in motivating the employees in the workplace.
According to this theory, there are four major drives relevant in motivating the employees and
each of these drives are important to be considered in engaging the employees. It is stated by
Corr, DeYoung and McNaughton (2013), each one of these drives should be considered by the
managers in having a holistic approach of employee engagement strategy. The first and most
common drive for employee motivation is the drive to acquire and achieve. This refers to the
providence of extrinsic incentives and benefits to the employees. It is a well know fact that
financial benefits and remuneration can significantly motivate the employees in the workplace.
Thus, this drive should be practiced as the primary approach in the workplace.
In addition, it is stated by Lepper and Greene (2015) that apart from offering financial
benefits and incentives to the employees, there are other factors also being relevant in the current

7ORGANIZATIONAL BEHAVIOR
business situations. One of these factors is the drive for bonding and belonging. This states that
employees can also be motivated by having effective relationships with them and by guiding
them in adhering to the organizational culture. The authors have also stated that even if the
remuneration is favorable then also the employees will not get motivated and engaged in their
workplace if they cannot relate to the culture being practiced. For instance, Google is known for
their effective people management systems and heir induction program is also well known and
critically acclaimed. The induction program of Google involves communicating the new
employees about the culture being followed in the workplace and how they can get adhered to it.
In addition, they are given the provision for getting known to each other building rapport. This
creates a positive impression among the new employees and they start their job by being
engaged. The authors have also stated that this drive should be maintained as the second
approach after the implementation of the drive for acquire and achieve.
Cerasoli and Ford (2014) stated about the next drive of create and challenge. This drive
states about the provision for challenging the employees in the workplace. According to the
authors, employees will be able to show their creativity and will also be able to learn new ideas if
they are being challenged in the workplace. Thus, offering challenging workplace will help the
managers to have the maximum outcome from the employees along with having their maximum
sets of involvement in place. It is also stated that employees will be engaged if they are being
involved in all the time and are not idle in their workplace. A sense of contribution will work and
further motivate them. Apart from the providence of the remuneration, outcome of the
employees can be enhanced by challenging their existing skill sets and expertise. The sales target
being followed by the majority of the service sector firms for their executives is one of prime
example of providing challenging job roles to the employees. This is due to the fact that sales

8ORGANIZATIONAL BEHAVIOR
executive gets always involved in their job only to meet the given targets and thus they will go
beyond their comfort zone to achieve the target, which will in turn increase their productivity and
expertise.
According to Raynor (2013), the last drive of this theory is drive to define and defend.
This refers to the need for the employees to relate with the company culture and objectives.
Thus, the employees should have the positive impression regarding their job roles and
organizational objectives. This is also a major determining force in employee engagement due to
the reason that even if the employees are getting proper remuneration and incentives for their
job, but still their engagement may be limited as some of them will work just for benefits and not
out of their satisfaction. Thus, it is stated that managers should be responsible enough in
initiating the sense of pride among the employees in doing job for the particular organization.
The authors have also stated that this will enhance the organizational citizenship of the
employees. For instance, employees working in the NGOs are having the pride of doing good for
the society and thus they may be motivated and engaged enough if incentives and benefits are
not being paid.
Expectancy theory
According to the expectancy theory, employees will be motivated only when they have
the expectation about certain positive outcome to be generated from their action. It is stated by
Parijat and Bagga (2014) that certain of motivation of the employees is depended on their
individual approaches. This is due to the reason that if the employee is not having the
expectation of achieving something for the lack of skill and expertise, then they cannot be
motivated even after providing benefits and incentives. Thus, according to the authors, it is

9ORGANIZATIONAL BEHAVIOR
important for the managers to have the fair understanding about the expectations of the
employees and initiate strategies accordingly. For instance, if the employees are not having
positive expectations for the lack of expertise and skills then the training program should be
initiated, which will instill confidence among them. Their positive expectations will motivate
them in their workplace even without the need of any extrinsic benefits.
It is further stated by Hsu, Shinnar and Powell (2014) that instrumentality also determines
the level of motivation of the employees. This is due to the reason that if the employees are
having the clear understanding about the outcome from their actions, then they will act
accordingly. Thus, according to the authors, managers should properly communicate with the
employees about the outcome from certain actions and how they are going to get benefited from
it. This will create positive expectations among the employees and will further motivate them to
work better. The more will be the expectations of the employees about having benefits, the more
will be their level of engagement in performing the particular job.
Ghoddousi et al. (2014) stated that valence also determines the engagement level of the
employees in their workplace. This is due to the reason that different employees will have
different sets of motivators as their preferences. For instance, some of the employees will have
preferences for the financial benefits and they can only be motivated by providing extrinsic
benefits and not by providing recognition in the workplace. On the other hand, employees having
preferences for the workplace recognition and challenging job roles will not get motivated just
by having the financial benefits. Hence, it is stated by the authors that managers should identify
the preferences of the employees and classify them on the basis of their motivators. The
strategies should be initiated accordingly. It will help in engaging the employees in their

10ORGANIZATIONAL BEHAVIOR
workplace and each of the employees will be satisfied by the fulfillment of their preferences and
expectations.
Conclusion
Thus it can be concluded that each of the four motivational theories being discussed in
this essay are having different utilities for the business entities. In addition, it is also identified
that these theories are having effectiveness for different sets of employees also. However, on the
other hand, a few criticisms are also being identified and discussed in this essay regarding the
theories, which stated about their limits. It can be concluded that different employees are having
different sets of expectations and dominant motivators and thus it is important to engage them on
the basis of different factors. Practicing a singular approach of motivating employees will not
work in the current scenario of diversified workforce.

11ORGANIZATIONAL BEHAVIOR
Reference
Cerasoli, C.P. and Ford, M.T., 2014. Intrinsic motivation, performance, and the mediating role of
mastery goal orientation: A test of self-determination theory. The Journal of psychology, 148(3),
pp.267-286.
Corr, P.J., DeYoung, C.G. and McNaughton, N., 2013. Motivation and personality: A
neuropsychological perspective. Social and Personality Psychology Compass, 7(3), pp.158-175.
Datta, Y., 2014. Maslow’s hierarchy of basic needs: An ecological view. Oxford Journal: An
International Journal of Business & Economics, 8(1).
Deci, E.L. and Ryan, R.M., 2014. The importance of universal psychological needs for
understanding motivation in the workplace. The Oxford handbook of work engagement,
motivation, and self-determination theory, pp.13-32.
Dobre, O.I., 2013. Employee motivation and organizational performance. Review of Applied
Socio-Economic Research, 5(1).
Ghoddousi, P., Bahrami, N., Chileshe, N. and Hosseini, M.R., 2014. Mapping site-based
construction workers’ motivation: Expectancy theory approach. Construction Economics and
Building, 14(1), pp.60-77.
Güss, C.D., Burger, M.L. and Dörner, D., 2017. The role of motivation in complex problem
solving. Frontiers in psychology, 8, p.851.
Hsu, D.K., Shinnar, R.S. and Powell, B.C., 2014. Expectancy theory and entrepreneurial
motivation: A longitudinal examination of the role of entrepreneurship education. Journal of
Business and Entrepreneurship, 26(1), pp.121-140.