Case Analysis Based on the Four Motivation Theories

Maslow’s hierarchy of needs is a theory summarized by Abraham Maslow from both the physical and psychological needs and motivators of people. It is an organized description of human’s innate curiosities. The terms physiological, safety, love, esteem and self-actualization were used in this theory to indicate how human’s needs and motivations move forward. The five terms represent the five stages through which human’s needs develop from a basic level to an upper one. The most basic stage is physiological stage in which people’s basic daily needs(e.g. food, water, sex, sleep and etc.) take a dominant role. Then comes the second stage, we call it the safety stage. During this phase, people are more concerned about issues related to security, employment, morality and accommodation. With their physical and safety needs relatively satisfied, love becomes the main motivation. This stage involves considerable feelings of belongingness and concerns for relationship issues. Next stage is esteem stage which calls for much attention to self-esteem, confidence, mutual respect and etc. The self-actualization stage is the final stage which covers people’s great needs for creativity, problem-solving abilities and other superior capacities.

Expectancy (or VIE) theory was proposed by Victor H. Vroom. It reflects the relation between needs and aims through three factors-valence, instrumentality and expectancy. Valence means the value that the person attaches to the reward; instrumentality is the connection between performance and outcomes; expectancy is employee’s expectation that their efforts will lead to good performance.

Equity theory was developed by J. Stacy Adams and also considered as one of the justice theories. This theory aims to account for the level of satisfaction in terms of perceptions of fair or unfair distributions of resources compared with other co-workers. Employees usually consider whether they are treated or rewarded fairly through comparing to others. They are more likely to feel being treated fairly when their ratio of inputs to outputs is equivalent to people around them. However, absolute fairness is hard to achieve considering the complicated factors influencing their outcomes. In this way, tension is workplace is easily aroused due to the inequity.

Goal-setting theory is a theory which states the perceived connection between goal-setting and performance. Intentions stimulate action, which is the basic idea of this theory. It is quiet clear that goals direct people’s behavior and arm people with determination and persistence. The process of goal setting can be classified into four main parts. First, people should set a measurable, challenging but also achievable goal.      Second, timely and effective feedback is needed. The two other parts are goal commitment and participation. 

II. Case analysis of Bob Blakeslee

Bob Blakeslee, who has worked for a law firm for the past ten year, was unmotivated recently because of not getting the promotion he expected. His unmotivated performance can be analyzed in several different perspectives. In the next paragraphs, the reason why he might be such unmotivated will be discussed in detail based on the four motivation theories mentioned above.

According to the Maslow’s hierarchy of needs, Bob might feel unmotivated in that several of his needs from the last tree stages were not fulfilled as he expected. To start with, it is obvious that Bob’s physiological and safety needs were well satisfied respectively. He had no concerns about his basic life needs, family problems or health problems. However, Bob lacked the sense of belonging to the firm even though he did have a lot of friends in the workplace. He thought himself not valued enough in the firm considering his great performance and all the benefits he has brought to the company. In terms of the esteem stage, Bob was even more likely to be unmotivated since he lost his confidence and feeling of achievement after not getting promotion. Bob confessed in the interview with his supervisor that he considered promotion as a symbol of respect. He was rude to the supervisor through the whole interview. That is to say, mutual respect, which is the main component of esteem stage, no longer existed in this situation. After Bob did not get the promotion, instead of working harder, he chose to fool around and neglect his job responsibilities. He refused to accept the fact and move on. This clearly explains why he feel unmotivated.

Expectancy (or VIE) theory also helps to explain why Bob has been unmotivated. For most employees, they hope and believe that efforts will lead to good performance, and likewise, good performance will produce satisfactory outcomes. This is also true for Bob in this case. He has worked very hard for the firm for ten years. He managed to maintain a high number of billable hour per week and in this way brought about considerable revenue for the company. There was no doubt that he was the best candidate for this promotion, at least, he believed so. However, the result was way out of his expectation and he took the fact pretty hard. For him, all the efforts he has put into his work did not pay off at all. All of a sudden, his efforts and great performance lost the meaning they should have. Consequently, Bob reacted negatively to this promotion staff and was unmotivated.

Based on the equity theory, Bob was unmotivated because of the inequity he perceived in workplace. People evaluate fairness by comparison to others. In this case, Bob thought he was treated unfairly due to the comparison to Roberta. Both of them started working at the firm at about the same time. In other words, their qualifications and experience were comparable. In addition, they had comparable academic accomplishments and they devoted comparable billable hours. Therefor, Bob thought is was unfair that Roberta got the promotion but he did not. Roberta and he almost had the same input, but their outputs were completely different. And that is why Bob might be unmotivated.

According to the goal-setting theory, Bob was unmotivated mainly because his goal was not fulfilled. When he started working there, he set a goal to become a senior partner before his 40th birthday. However, his goal was not achieved. The firm gave the promotion to his competitor so Bob might be unmotivated.

Based on the Maslow’s hierarchy of needs, I suggest that the leaders should make Bob realize that they still have high expectation for him, not just a simple promotion. In this way, Bob could sense a certain level of trust, respect and recognition from the supervisors. His self-esteem and confidence will be re-established because he knows how competent he will be and how important he is to the company. All the complaints and dissatisfaction will turn into the motives that push him forward. He will endeavor to meet the higher expectation people have for him. His high-level needs will, then, be realized step by step.

Based on the expectancy theory, I suggest that the leader must first provide encouragement for Bob’s setback and ensure forgiveness for his neglected performance and rudeness. Then, the leader should drive Bob in various ways by anticipating the potential rewards like financial incentives or promotion. Individual employee incentive and recognition programs are preferred. Some specific plans are recognition-based award and merit pay. The main purpose for this suggestion is to let Bob realize that when he performs well, he will get corresponding rewards. All his efforts will pay off.

Based on the equity theory, I suggest that the firm should create more opportunities of promotion for other employees who work hard and make great contributions to the firm. For Bob, another opportunity of promotion is undoubtedly a great motivation at work. Or, the promotion is not available in the short tern, the firm should give a raise in Bob’ salary. Bob has made comparable efforts as Roberta did, so he deserves some rewards since he did not get promotion. As for next promotion, the selection process must be fair, just and open.

Based on the goal-setting theory, I suggest that those supervisors should help Bob to set a new goal and integrate the goal to the goal of the firm. This new goal should contain Bob’s most needs so he will feel attached to this goal and make efforts for it. Furthermore, this goal should be specific enough to accomplish. Both short-term and long-term goal are necessary. For example, the long-term goal for Bob may be a promotion; however, the short-term one could be a salary raise or paid vacation after completing a project. Last is the leaders should give accurate and timely feedback on Bob’s progress, which will motivate him to work harder and contribute more.