The Theories Of Motivation

One of the most intricate concepts to grasp in human psychology is the concept of motivation. It seems that the more one studies this subject, the more complex it becomes. Since motivation is behaviour, directly observing this concept on a global scale is a difficult task to achieve (Pakdel, 2013). In this essay, I aim to highlight and analyse three of the most well-known theories of motivation in relation to social class disparity within the UK workplace, and try to offer solutions to this problem using the three theories of motivation. These three theories are McClelland’s Need for Achievement Theory, McGregor’s Theory X and Y, and Adams' Equity Theory.

According to my research, social class inequality in the UK seems to be a prominent issue. Studies reveal that there is clear distinction between individuals from middle-class or upper-class backgrounds, and those from working-class backgrounds. This division is especially evident in top management roles within the finance and medical industry (Sellgren, 2017).

Research tells us that in comparison to middle-class individuals, working-class individuals are more likely to lack self-confidence and have a lower sense of self-control. In addition to this, working-class people tend to score higher on empathy, meaning they are more likely to help others in need (Manstead, 2018). This could mean that middle-class individuals who tend to be more assertive and confident, may see this trait as a weakness and use it to their advantage to receive more respect, promotion, or recognition in the workplace.

I strongly believe that the three theories of motivation that I have decided to focus on are particularly useful because they can be used to develop the working-class employees’ internal motivators to enable them to gain a sense of personal control, boost their self- esteem, and to help them feel just as competent and valued as workers from a higher social status. If done correctly, this can lead to an increase in the quality of workers’ performance and energy, as well as create a positive and equal work environment for everyone involved.

In the 1960’s, David McClelland, an American psychologist, built on Maslow’s Hierarchy of Needs theory by presenting a content theory which suggests that there are three dominant motivators that we all have regardless of our age, gender, background, or ethnicity. These are need for achievement, affiliation and power. This essay will only focus on the ‘need for achievement’ theory which according to McClelland, individuals with this type of need tend to set difficult goals for themselves and constantly aim to achieve them. They have a strong drive for success, and ask for feedback on their performance. As a result, this theory is associated with great economic growth (Wilson, F. 2014).

The next theory is developed by Douglas McGregor in the 1950’s, and is known as Theory X and Theory Y. In the context of work, Theory X suggests that managers have certain negative assumptions about their employees, and this negativity can be detrimental to the business’s success and growth because it usually dominates the way managers run the organisation. As a result, managers often become aggressive and controlling, or use threats and punishment as a means of motivating their employees. On the other hand, Theory Y is a softer approach. Here, managers hold adequate assumptions about their employees, and they adopt a strategy where many opportunities are created for their workers. Employees are also encouraged to fulfil their potential and overcome difficult challenges (DeVoe and Iyengar, 2004).

The third and final theory is known as Adam’s Equity theory, developed by John Stacey Adams. According to Adams, people have their own ideologies about what they consider to be fair, and they compare this with what they are actually receiving from others. We can see how this could negatively affect the performance of a business if employees feel as though they are being underpaid for the amount of hard work they are putting in. This theory speaks of maintaining a fair input vs output ratio, which will allow employees to stay motivated enough to continue to work. However, this balance is often difficult for managers to maintain because every employee has his very own internal definition of what is fair and what isn’t, and so creating a space where all employees feel equally valued is a huge challenge.

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Most research supports equity predictions in the area of underpayment, however there is not much evidence to show that overpayment also has the same effect on employees (Pritchard, 1969). This could be linked to the loss aversion bias where it is suggested that people tend to pay more attention to losses, which leads to losses appear larger than gains (Köbberling and Wakker, 2005).

Evidence suggests that social class origins determine earnings in professional and managerial jobs. The majority of employees working within the finance, law and medical sectors are children of higher managers. Although it is possible for individuals with a working-class background to pursue and land high-status roles within an organisation, research shows that on average, they are paid less than workers from privileged backgrounds (Laurison and Friedman, 2016). Since money is one of the biggest motivators for workers within the UK, we can see how this can easily demotivate workers and weaken their work ethic (Gentle, 2018).

In order to reduce the negative impact of this type of inequality on workers, I believe that managers must empathise with their employees and take the time to understand them on a more personal and deeper level. This will allow them to come up with strategies that help boost their self-esteem. For example, employees could be offered the chance to participate in training programmes to develop certain skills or gain new experience, which they could then bring into the workplace. Not only will this make them feel more confident as they will be able to add value to the team, but they will also start to feel worthy of attention and recognition at work, thus inspiring them to compete with employees from higher social-status backgrounds, and to achieve their goals. As mentioned before, McClelland’s need for achievement theory is linked to great economic growth, therefore encouraging workers to strive for excellence, and giving them the opportunities and support they need will in turn increase their performance and the organisation’s profits.

Since research reveals most managers come from privileged backgrounds, we could argue that their assumptions on their employees, who are most likely from working-class backgrounds, tend to be negative. This relates to the McGregor’s Theory X. This is more difficult to manage because these socially advantaged individuals tend to have the upper hand and dominate the market. This means trying to find replacements by hiring people from working-class backgrounds who have the same experience, qualifications or connections as those from higher social status backgrounds is a big challenge. Therefore, my suggestion in this scenario would be to focus on managers rather than the employees, and try to change their perception and help them understand that not every person from a working-class background has a weak work ethic or lacks confidence, and so long as they are treated equally and fairly and are given support and guidance, they too can become just as confident and successful.

Another strategy that can be used to deepen the bond between managers and employees and therefore increase the quality of an organisation’s performance, is prioritising social or team building activities at work. Teamwork has become an increasingly popular and useful tool in the success of a business, and it has been said to have a positive impact on workers’ attitude (Ruiz Ulloa and Adams, 2004). Interpersonal connections at work are extremely beneficial because employees are given the opportunity to learn more about their colleagues, which can help reduce or eliminate any envy or tension that can be felt amongst working-class and middle-class employees who have to collaborate at work everyday.

Finally, with Adam’s Equity theory in mind, in order to maintain a healthy input vs output ratio, managers need to come up with a strategy where employees feel that they are being listened to and can see that their expectations of how they want to be treated at work is being taken into consideration by their managers. But the key point to remember is maintaining a balance where employees can see that there are still challenges that they need to overcome and be rewarded for. Employees could start to become bored and demotivated if they feel that they are receiving more than they are giving as their job will become easy for them, and this could potentially lead them to look for other jobs where they are mentally or physically challenged to do more. A popular example of this is the ‘employee of the month’ reward program where employees are encouraged to push harder and perform better to achieve recognition (Viesca, 2016). In regards to the social class disparity within the UK workplace, this strategy is helpful because it means that every employee is given the same opportunity to shine despite their social status and background differences.

In conclusion, motivation plays a significant role in a workplace. It affects the quality of production, the work atmosphere, and most importantly the attitude and mental well-being of workers. Social class inequality in the UK requires more attention and research as it is a complex situation, and solving this issue will take time and patience. However, understanding the theories of motivation give us an insight into what makes a good manager, and how he or she can implement these theories into their leadership style. I believe it is also useful to teach aspiring managers and next generation leaders the importance of being a fair and empathetic leader, in order to build a more egalitarian society for people of all ages, social-status and backgrounds.