In recent times, motivational gurus have devoted a great deal of effort to generating a happier and more productive workforce by studying the needs of the individual and how they can be fulfilled through one's job. In doing so, they draw largely upon four main theories of motivation, beginning with the Hierarchy of Needs Theory formulated in 1943 by famed behaviorist Abraham Maslow. The more recent theories are the Dual-Factor Theory, the Achievement Theory and the Expectancy Theory. Each offers an interesting perspective, and considering them all may be of help in understanding the motivations of individual workers and in developing a motivational strategy for an organization.

How to Identify the Four Theories of Work Motivation

Identify any of the applicable five needs that, according to Maslow's Hierarchy of Needs Theory, might prompt an individual's actions. These are, in ascending order of importance: Physiological (food, sleep, sex, breathing), Safety (physical or psychological), Social (family, friends, organizations), Esteem (including both self-respect and admiration from others) and Self-Actualization (attainment of self-expression, moral clarity, sense of purpose). It's unlikely that the first two will play much of a role in motivating workers, except for the obvious fact that earning a paycheck helps prevent starvation. But the latter three factors can be of value; some workers, for instance, might derive more satisfaction from their performance on the company bowling team than from the actual job.

Determine whether a person's actions are motivated by the fulfillment of needs or by the avoidance of negative factors. This is in accordance with the Dual-Factor Theory of Motivation, set forth in 1959 by Frederick Herzberg, which is a further refinement of the Maslow theory. Under this theory, workers may be striving to obtain positive rewards, such as a pay raise, and/or avoid negative feedback, such as a reprimand.

Determine whether the individual is motivated by the need for achievement. This was articulated in the Achievement Theory in 1961 by David McClelland, a researcher at Harvard. He proposed that this is the most compelling need in the workplace and that individuals who are highly motivated have a high need for achievement and/or need for affiliation and power. They can be identified by the tendency to set challenging but realistic goals, the desire for specific feedback and a willingness to assume responsibility.

Determine if an individual's actions are motivated by secondary goals. The Expectancy Theory, the most recent and trickiest of the motivational models, was proposed in 1964 by Victor Vroom, a researcher at Carnegie-Mellon. According to his approach, a goal may be a means toward achieving another goal, rather than an end in itself. For example, a worker who is apparently motivated by the need to be promoted or by the satisfaction of lifting her organization above its competitors, may be motivated on a more personal level by the desire to purchase a new home. The interesting thing about this theory and what sets it apart from the others is that in some cases, the personal goals may result in lower productivity rather than higher. If a worker, for example, is motivated by the need for more free time, then she may avoid promotion to a new position that would involve increased responsibility.