Motivation and engagement theory and practice

Motivational and engagement theories in the workplace are highly discussed issues in the modern business world, where obtaining the highest performance possible is a continual goal of professionals throughout the levels of a firm. Today, we are going to briefly examine the key issues that impact employee engagement and motivation. The two factors are often discussed together. Although a number of theories will be introduced, one theory will be emphasized, largely because so many theories have been built upon it, and for many professionals, its roots are still used today. Let’s explore this now in greater detail. There is a wide array of motivation and engagement theories and practices used across all types of firms in today’s world.

There has been a great deal of knowledge that has been gained from studying the motivation and engagement of employees from a number of disciplines including human resources, organizational behavior, and psycho-social perspectives. Theories of motivation such as humanistic, drive, instinct and incentive, are just a few that have been used to examine and explain motivation in the workplace. Employee engagement from a research perspective begun with William Khan. In his studies of personal engagement, he found that employees who are most engaged, are authentic in their expressions of themselves and their roles in the workplace.

Although there was a considerable debate on what constitutes employee engagement on a wide array of thought, on what encourages and what dissuades an employee from being engaged, the early work of Abraham Maslow continues to be a standard in which many build upon. The humanistic theory of self-actualization is one that is used to draw upon, for both motivation and engagement of employees in the workforce. Although Maslow’s original hierarchy consisted of five levels, it has since been expanded to seven. Maslow’s theory proposes that as an individual and employee, one must satisfy the needs at the lowest level prior to advancing to the next level or stage.

These five primary stages include: survival, security, belonging, importance, and self-actualization. From an employee engagement perspective, when employees are struggling for survival and security, there is a lack of engagement. Whereas, when employees feel as if they’re part of the firm, there is a degree of engagement. The two highest level stages of Maslow’s hierarchy, are considered to be those in which employees exhibit engagements with the ultimate goal of self-actualization. Let’s summarize what we’ve covered. We discussed some of the factors that impact motivation and engagement. Although often discussed together, they are separate with an obvious relationship between the two. A number of theories were introduced, although there was emphasis placed on Maslow’s hierarchy of needs, also known a self-actualization.

This theory is used by a host of disciplines and in the workforce. It is applicable to the discussion of employee motivation and engagement. This theory can also be seen as influencing the development of theories that followed its introduction. Now, here are the five key points. One, the examination of motivation and engagement in the workplace is a relatively new phenomenon. Two, Abraham Maslow is considered the founding father of the hierarchy, reaching to self-actualization. Three, effective managers understand employee needs and promote their advancements to self-actualization. Four, the role of leadership is a key factor in meeting the needs of employees. Five, one must reach and fulfill the needs of lower stages before advancing to self-actualization.