To bring forward two theories

To bring introductory two theoriesMotivation essayThe purpose of this essay is to bring frontwards two theories of motivation, and locoweedvas and contrast them. In this essay, I am pass to discuss Maslows power structure of necessitate hypothesis, and Adams virtue system. A be actived workforce, is what both manager strives to grasp, and hence a study of the theories of motivation is a must. I go out be comparing and contrasting the two theories, and explaining how managers faecal matter aim them to remind their staff.Abraham H. Maslow, a behavioral scientist and chairman of the department of psychology at the Brandies University, published the hierarchy of convey surmisal in 1954. According to Maslow, a persons needfully ar the main motivator that drives a human. He categorize the need in the following five takes physiological unavoidably, safety device inevitably, brotherly needs, esteem needs, and self-actualization needs. (Cost Engineering Vol. 47/No. 3 MARCH 2005). merchant shipdor theory is a cognitive theory of motivation developed by J. Stacey Adams, which claims that employees pull up stakes be locomoted if they accept that they argon treated more(prenominal) or little in the workplace. (Dictionary of Human Resource Management 2001) It is assorted from Maslows hierarchy of needs theory, as equity theory is a influence theory.What solitary(prenominal) deal theories fetch in common is an emphasis on the role of an individuals cognitive process in determining his or her level of motivation. (Finchman and Rhodes). This means that process theories like equity theory, take into conside balancen individual differences, and that different hatful would match to the theory differently. This is different from content theories, much(prenominal) as Maslows theory of needs, where it is assumed that all individuals would be affected standardisedly by the theories.The rudimentary premise of Maslows theory is built round a pyramid, or hierarchy, of needs. The needs at the bottom of the pyramid must be met, before the high level needs can be met. (Lewis et al., 2001). Managers can apply this theory, by identifying the level on the hierarchy that each employee is on, and understanding that raft entrusting be motivated by the factors that exist at this level. The level of needs begin with physiological, followed by security needs, companionable needs, ego needs, and finally self-actualization need. (Weinbach, 1998). legality theory takes into account the assumption that, people will look around and observe what struggle others argon putting into their work, and how are they creation refunded for it, and will then compare this dimension with their own. People can also compare this effort-reward ratio to their past experiences. The radical assumption that equity theorists make is that these social similitude processes are driven by our fundamental concern with equity or equity. (Finchman and Rhodes).Maslows hierarchy theory revolves around the five levels in the pyramid. each(prenominal) level of need has to be saveed, starting from physiological needs, in ramble to motivate an employee.The first level of needs in the hierarchy is the physiological needs. These are the basic needs of the organism such as eating, drinking, sleeping, sex, able temperature, and so on. If nonpareil of these needs is not gratifyed, this will immediately micturate the highest priority, as these are necessary for survival. All these needs perk up to be fulfilled constantly. ( Philippe J.S. De Brouwer). The wages paid should be enough to cover the monetary value of these basic necessities.The second level in the hierarchy of needs is the safety and security needs. This is the need for safety and freedom from fear. This embarrasss safe workings conditions, and trick security. (Finchman and Rhodes).The next level on the hierarchy of needs is the social needs. genial needs refer to the need for satisfactory and takeive relationships with others at work. (Finchman and Rhodes). connection and acceptance are important motivators at the social needs level. (Weinbach, 1998). As humans are social animals, given that the anterior levels of needs have been fulfilled, an employee is likely to be motivated if on that point is a friendly working environment.Ego and esteem need is the fourth level in Maslows pyramid. These needs are the desire for achievement and recognition. Being publically rewarded and given posture symbol are motivators on this level.The final level on Maslows hierarchy is self-actualization. This is the need to develop ones full potential. For Maslow, it was to become more and more of one is, to become e rattlingthing what one is capable of. He believed that what a man can be, he must be. (Maslow, 1943382). On this level, an employee will be motivated by opportunities to use their talents, be creative, and achieve their fullest potential (Weinbach, 1998). According to Maslow, although everyone had the potential to cause to this level, only very few people actually achieved it.According to the equity theory, people notice their effort-reward ratio, and compare it to other employees, or to their own previous ratio.When people believe that the inputs (this may include effort, skill etc.) to outcomes (pay, fringe benefits etc.), of others is similar to theirs, they experience equating. When people believe that the input-outcome ratio of others is more favorable, (that is underpayment) or that the ratio of others is less favorable than theirs, (this is overpayment) they experience inequality. Inequality can be very de propel for an employee, and can cause anger or guilt amongst employees. (Finchman and Rhodes)So we dig effort, reward, and ultimately directness not in absolute but in relative terms. (Adams 1965). With salaries for example, it is the perception of getting paid more, rather than the amount itself, that motivates employees, and determines their behavior. (Shaw and Gupta 2001).The inputs that people can take into account are their education levels, intelligence, skills, seniority, and the amount of effort that they have put into the work. The outcomes in work, would include pay, but could also include fringe benefits, promotion, working conditions, and status symbols such as large office. (Finchman and Rhodes). i of the biggest differences between the two theories is that temporary hookup Maslow never really tested his theory, Adams and his colleagues arrived at a conclusion after testing the equity theory. According to Finchman and Rhodes, The in operation(p) definitions of needs constructs and other variables such as prepotency were not always bring in from his writing.In contrast, Adams and his colleagues had carried out an experiment, in effectuate to find out whether equality really leads to better productivity. The result was that those who felt they were being overpaid or underpai d were less productive than the ones who perceived their ratio to be fair.Maslows hierarchy of needs theory is a content theory, and hence based on the assumption that we can attribute a similar set of needs to all individuals. However, while Maslow held the theory for legal age of the population, he did acknowledge some individual differences. For instance, a political prisoner might achieve self-actualization without achieving the earlier needs. However, Maslow felt that for the majority of the population, the hierarchy worked. On the other hand, fair play theory being a process theory does take individual difference into account. Huseman et al. suggest that there are three types of people based on personality, and they will react in different ways to the equity theory. The Benevolents are people who favor to give rather than take, and have neater tolerance towards underpayment. They are hard put by equity or overpayment. The second type of people are the equity sensitives. T hese are people who behave exactly in union with equity, and hence experience distress under conditions of inequality (underpayment or overpayment). The tertiary type of people are the Entitleds. These are people who believe their input-reward ratio should exceed that of their referents. They express distress under conditions of equality or underpayment. (Finchman and Rhodes)Hence, the Equity theory assumes that there are three different types of people, and hence they will react differently. This can also be seen as a semblance between the two theories, as both the theories account for individual differences. on that point are some other similarities as well. Good working conditions can be seen as an outcome, for the ratio. Good working conditions is also required to fulfill the second level of needs in Maslows hierarchy. Similarly, status symbols such as large offices can also be employ as outcomes to measure the ratio for Equity theory, while it will also be used to fulfill t he Ego and Esteem needs in Maslows hierarchy.Both the theories have also faced criticism. Maslows theory has been criticized because of lack of hypothesis testing to support the theory. It has also been criticized for not being very practical, and the needs not being defined operationally. This is particularly true with self-actualization. Maslows obsession with this need lead to him describing it more philosophically, and less in practical sense. Another reason for criticism is that the order of the needs may not necessarily be the same for all people. On the other hand, the charm of equity theory has been reduced by the introduction of individual differences. Also research suggests that Equity theory is for the most part effective only in the case of underpayment, and not overpayment. It is seen that the effect of overpayment lasts only for a couple of weeks before people start to rationalize their reward level. (Finchman and Rhodes)A motivated workforce is what most managers asp ire to create. They can motivate their staff in various ways, and by utilise several different theories. I am going to discuss, how managers can motivate their staff using Maslows hierarchy of needs theory and Adams Equity theory.The levels of needs are the cornerstones of motivating employees.Managers must understand that employees will be motivated by unmet needs and that once a need is satisfied, it is no longer a motivator. For instance, if a social worker feels that she is well paid and secure in her pedigree position, the first two levels of needs (physiological and security) will not serve as effective motivators. The manager will need to motivate based on higher level needs, such as those at the social level (Weinbach, 1998).Hence, managers need to identify the level of needs that each employee is currently on, and fulfill each need layer by layer. Starting with the physiological needs, managers need to batten down that the wages paid are sufficient to cover the basic cos ts. Once this is done, managers should provide workers with safe working conditions and some job security. This would alleviate an employee fulfill the second level in the hierarchy. Next, the manager should castigate and encourage a friendly working environment, and encourage group working. This would help employees achieve their social needs. The manager could then give employees higher status symbols such as company cars and larger offices, and more recognition for work, by reward employees. This would fulfill the esteem needs of the employees. Lastly, managers could set challenging tasks for employees and give them more responsibilities, which truly stretch them. This would help workers reach self-actualization. This is how managers could use Maslows theory to motivate staff.Managers can also use Adams Equity theory, to motivate employees. Managers should try to ensure that all workers perceive their ratio as being fair. If they feel they are being treated and rewarded fairl y, they will be motivated. By the same token, perceptions of inequitable treatment will lead to demotivation. The theory is founded on the insight that perceptions and feelings of fairness are based on the principle of comparison. In other words, employees assess their treatment in relation to a reference group. Two kinds of comparison may be important for worker motivation. First, employees may compare their meshing with their level of effort and performance and increase their effort if they believe their rewards are excessive or reduce their effort if they regard them as niggardly. Second, employees will compare their own ratio of effort to reward with that of co-workers and act to set up or reduce effort if they believe their own treatment by management is out of line (Dictionary of Human Resource Management 2001).Managers should try and ensure that workers try to increase their efforts, and not decrease them. Managers should take great care while setting the wages, and ensure that the reward that workers are getting, is in line with the effort that they have put in. Particular care should be taken, to ensure that workers do not feel that they are being underpaid, compared to others. This could be very demotivating and could lead to serious problems. If there are any iniquity problems within the workforce, managers should try and fix them immediately, by assessing the input-reward ratio. This is how mangers could use Equity theory to motivate their staff.Both the theories of motivation are highly popular and often used by managers. While both of them are different in many ways, there are also some similarities between them, as was shown in the essay. The two theories are extremely important theories, used to motivate staff.