INTRODUCTION:

At the present time, employee motivation enticed academics and corporate industries, previous research has attempted to shed light on the magnitudes of motivation with diversified models of motivation theory which has a direct impact on employee motivation in the organization. Consequently, the need for the quantitative validation of these models with shreds of evidence becomes imperative. The article transmits a synthesis of employee motivation theories and offers an explanation of how employee motivation affects employees in organizations. The relevant motivation theories explained the implications of employee motivation theories in conceptualizing powering intrinsic motivation and extrinsic motivators on creativity and innovation in organizational behaviour, thus transforming organizational strength into a more productive one. There is much literature on employee motivation and practices within organizations, but they are seldom developed on a theoretical base. Swanson (2001) emphasizes that theory is required to be scholarly by itself and validated in practice, and also the basis of significant advances.¹ Ramlall S.2004 publicized that the effectiveness of employee retention practices through motivation theories and their extended efforts serves as a strategy to increase organizational performance.¹ Thus authors of this publication conceptualize that theoretical knowledge is important in strategizing plans to uphold employee motivation. They also believe that employee motivation goes hand in hand with most of the organizational behaviours that form organizational culture and has a significant effect on organizational performance and productivity. These organizational behaviours also impact economically, Fitz-enz (1997), in his study states that the average loss faced by a company is approximately a million dollars, where every 10 managerial employees leave the organization.^2. This significantly impacts the organization economically through employee turnover, though the practices are not explained

Ramlall S. 2004 in his review study signifies repeated the need for business practices to be theoretically grounded the fact revealed by Holton (2000) through a combination of employee retention efforts may have been successfully spelled by Swanson R. in 2001.^1,3,4These reviewed facts insight the authors of this study that in organizations there is an imperative need for the researchers and the practitioners to construct strategic practices from sound theories. Ramlall S.’s 2004 study through which the practice achieves the intended outcome, thus showing the importance of developing and implementing employee practices based on established motivation theories.¹ The role of employee motivation theories in elucidating how employee motivation affects employee retention and other behaviours in organizations.

A blend of employee motivation theories conceptualizing work motivation:

The term motivation is derived from the Latin word movere, which means to move. Motivation is a psychological process that causes employees to arousal, direction, and persistence in voluntary goal-oriented actions. (Mitchell, 1982, p.81). The concept drawn here, the contextual need is an internal state that impacts bringing positive outcomes that seem to be attractive. The unsatisfied need generates tension and puts the individual in a driving state. These driving states then produce search behaviour to find particular goals that would reduce the drive, and attainment of the goal satisfies the need and reduce tension (Robbins, 1993). Here the inference drawn is that motivated employees are in a state of tension and their action to relieve this tension effort is exerted, the greater the tension, the higher the effort seen in their behavioural actions. Robbins (1930) definition of motivation supports this concept, Robin reveals that employees’ willingness to exert high levels of effort towards the organizational goals, is conditioned by the effort’s ability to satisfy their needs.

Motivational theorists differ on where the energy is derived and on the particular needs that a person is attempting to fulfill but most would agree that motivation requires a desire to act, an ability to act, and having an objective. The authors elucidated the respective theories of motivation and how motivation impacts employees’ intrinsic and extrinsic work motivation and their creative and innovative minds in an organization. In this study, four motivational theories ensued such as (1) need theories, (2) Theory X and Theory Y suggesting two aspects of human behaviours at work, (3) expectancy theory, and (4) Herzberg's Two-Factor Theory. Kretiner 1998 reveals the evolution of modern theories of human motivation that explains five methods of behaviour needs such as reinforcement, cognition, emotions, and job characteristics.⁸

Maslow’s and McClelland’s Need Theories of Motivation:

Need theories to attempt to pinpoint internal factors that energize behaviour. Needs as defined previously are physiological or psychological deficiencies that arouse behaviour. These needs can be strong or weak and are influenced by environmental factors. Thus, human needs vary over time and place, motivation theories powering intrinsic motivation and synergistic extrinsic motivators on creativity and innovation in organizational behaviour. Concerning need theories the current study elaborates on Maslow’s and McClelland’s need theories of motivation concerning its blend with employee motivation

Maslow’s Need Hierarchy Theory:

Maslow’s defining work was the development of the hierarchy of needs. Maslow describes a human being’s aspiration to become self-actualizing viewed human potential as an enormously inexplicable terrain. Maslow believed that there are five basic needs: physiological, safety, love, esteem, and self-actualization.⁹ A literature study has articulated that creativity is a function of knowledge, curiosity, imagination, and evaluation, also states the greater the knowledge and curiosity the more ideas, designs, and intellectual blends are achieved, which then correlates to creating new and innovative products and services ¹⁰ in the organizations. It is said that the organization’s advancement is the best over time, when it goes to creativity and innovation, employees use innovative ideas from the situations and others, use them as a springboard, and jump up with an exclusive application in their operations,¹¹in return which brings transformation and growth in the organization. It is significant for the organization to evaluate and bring up the emergent ideas into usable ones, these ideas, are created in a way that is processed and used.

Thus helping employees to master these processes, first must understand three important levels of creativity, which are discovery, invention, and creation. Maslow (1943) stated that employees in organizations are motivated by the desire to achieve and maintain different conditions basing satisfaction and other definite intellectual desires ⁹would push the intrinsic motivations among knowledgeable employees to seek opportunities for creative processes and innovations.⁹ The Good environmental condition would promote extrinsically push intrinsic drives. Humans are continually wanting for the satisfaction of these wants that are exclusive. One literature study articulates that the average members of society were often partly satisfied and unsatisfied with their wants.⁹

The implications of Maslovian theory provide useful insights for managers and other organization leaders. One of the pieces of literature intellectuals advise managers to find ways to motivate employees by devising need-based programs and strategizing practices aiming at satisfying emerging/unmet needs. Another literature supporting this concept reveals that organizational implementation need-based programs help employees deal with stress, and challenging situations, and also to understand the needs of the respective employees ⁸. The previous story by Steers and Porter, 1983 articulates that the need hierarchy concept extracted from Maslovian needs theory applied to work organizations, its implications for managerial actions is palpable.¹²Here managers’ responsibility creates a proper climate in which employees help to develop their potential optimal level.¹³Further studies reveal that failure to provide employee climate through implicating needs theory upsurges employee frustration and paves the way for the poorer performance, lower job satisfaction, and increased withdrawal from the organization.¹⁴

Theory-based innovative and creative strategies powering intrinsic motivation through environmental extrinsic motivators:

Extracted facts from Maslow’s need theory conceptualize strategies to push intrinsic drives manager knowledge on employees drives and needs are well understood, thus managers can innovatively able to create a rewarding environment by means of extrinsic motivators. For example, employees who are secure and with better professional growth are driven by recognition and power and seek these opportunities from their work environment. In this scenario manager’s strategy is to motivate employees to optimal level needs, and their creativity to provide a feasible enriched environment that can push intrinsic drives towards extrinsic motivators of the environment. Employee motivation understanding based on need theory follows - Firstly, employees’ needs are associated with physiological needs, and their intrinsic drives are strengthened by providing an environment, such as cafeterias, vending machines drinking water, affordable food counters, and good washroom facilities that can be included as a strategy. Secondly, Security needs are intrinsically driven towards motivators such as job descriptions, wages, salaries fringe benefits, retirement benefits, and medical benefits thus managers understanding of this regard is important. Thirdly, the Need for love and belongingness in employees in affiliation, social interaction, and interpersonal relations that would create team spirit should be well understood by managers so that they can strategically maintain good interpersonal relations and an enriched environment work on employees to boost up their intrinsic motivation, foth level of needs reaching a level of psychological needs termed as self-esteem needs work prominently on employees; conceptualizing this fact manager should design challenging jobs that would maintain employee motivation at an optimal level. For example, using their creative ideas such as giving praise and awards, delegating responsibilities, giving training, encouraging participation, avoiding abrupt changes, and solving employees’ problems with physical working conditions.

Table 1: Maslow needs examples of strategic processes conceptualizing theory-based innovative and creative strategies and understanding them powering intrinsic motivation through environmental extrinsic motivators:

Extracted facts from Maslow’s need theory conceptualize strategies to push need-based intrinsic drives innovatively able to create a rewarding environment by means of extrinsic motivators.

Physiological needs and their intrinsic drives are strengthened by providing an environment, such as cafeterias, vending machines drinking water, affordable food counters, and good washroom facilities can be included as a strategy.

Security needs are intrinsically driven towards motivators such as job descriptions, wages, salaries fringe benefits, retirement benefits, and medical benefits

Need for love and belongingness in employees in affiliation, social interaction, and interpersonal relations that would create team spirit should be well understood by managers so that they can strategically maintain good interpersonal relations and an enriched environment work on employees to boost up their intrinsic motivation.

Reaching a level of psychological need and self-esteem needs work prominently on employees conceptualizing this fact managers should design challenging jobs that would maintain employee motivation at an optimal level.

Self-actualization need is well understood by managers that would conceptualize strategies and provide employees with the best training challenges to encourage creativity.

Although all these strategic processes are not implacable, they are quite difficult, costly, and varied levels of need-type among employees. Some of these ideas may be easy and financially feasible to implement while others are not. Champagne and McAfee (1989), disclose in their study that managers who practice these strategies are commonly noticed more favourably by managers and are thought to be more thoughtful, and supportive. And these managers uphold interest in their employee's welfare.

McClelland’s Need Theory

McClelland’s need theory is associated with learning theory, which conceptualizes that needs are acquired through people's experiences in their environment and culture. People who acquire a particular need lead to behavioural changes in an employee. His need theory focuses on Murray’s three needs; achievement, power, and affiliation. McClelland in his need theory articulates that several people with a compelling drive to succeed are more determined about personal achievement than that of the rewards of success. Robbins, 1993 states in his study these people uphold the desire to do something efficiently superior to their earlier work.¹⁵. The achievement need excites employees in their actions, McClelland’s Need Theory discloses that people with a compelling drive strive and succeed for personal achievement not absolutely for the rewards of success.¹⁶

McClelland in his book “Achieving Society” 1961 theorized three needs focusing on achievement, power, and affiliation. Further, he reveals the drive to excel is the employees’ need for achievement, employees achieve the goals in relation to set standards and strive towards success.¹⁶ McClelland, made understood the need for power in some areas of work is definite as the need to influence others’ behaviours, otherwise, they would not have. The need for affiliation is the desire for a friendly environment and close interpersonal relationships. The need for achievement varies from person to person this concept is supported by one of the literature studies,¹⁶ which reveals the theoretical extract that achievement motivation and performance vary according to the strength of one’s need for achievement.⁸ McClelland’s research supported a corresponding relationship for societies and articulates that a country’s level of economic development is positively related to its overall achievement motivation.¹⁶

Kreitner and Kinicki 1998 stated that the need for achievement proposes that motivation and performance vary according to the strength of one’s need for achievement, which depends on the desire to accomplish something difficult.⁸ and Murray (1994), explains the need for achievement with its association with mastering, manipulating, or organizing physical objects, human beings, or ideas.¹⁷ McClelland, with this regard, put forward his vision that high achievers are more likely to be successful entrepreneurs.

The need theories spell out human needs such as being loved and feeling belonging, affiliated these needs are closely related to employee motivation and thus need to be conceptualized so that managers’ creativity and innovative ideas will grow out of these theory-based facts. The need for affiliation suggested that people have the desire to spend time in social relationships and activities. One previous studies reveal that those with a high need for affiliation prefer to spend more time maintaining social relationships, joining groups, and wanting to be loved. Kreitner, 1998 discloses that individuals high in affiliation need are not the most effective managers or leaders since they find it difficult to taking decisions because they worry about being disliked.⁸ In employee motivation, it is conceptualized that the need for power reflects an individual’s desire to influence, coach, teach, or encourage others to achieve since it is essential for effective managers positively influence others, McClelland proposes that top managers should have a high need for power coupled with a low need for affiliation.⁸

Theory-based innovative and creative strategies benefit employees’ intrinsic needs to drive strong with environmental pull and motivate them to gain power, achievement, and affiliation

McClelland signifies Murray’s three needs; achievement, power, and affiliation in his theory. McClelland associates these personal needs with work environments in bringing up employee motivations. Understanding this concept would help managers to strategize plans for improving the work environment with better design. Understanding McClelland’s theory conceptualize that the compelling drive to succeed is more determined by personal achievement than that by the rewards of success.¹⁵ Compelling drives strive and succeed for personal achievement not absolutely for the rewards of success.¹⁵McClelland suggests the need for affiliation is significant for conceptualizing strategic plans that employees have the desire to be in social relationships and activities.¹⁵ Employees with a high need for affiliation prefer to be intrinsically driven to spend more time in social relationships, joining formal and informal groups, and wanting to be loved.¹⁵

Table2: McClelland needs examples for strategic processes conceptualizing theory-based innovative and creative strategies and understanding them to drive intrinsic motivation through environmental pull

Employees’ intrinsic needs-driven with strong environmental pull motivate them to gain power, achievement, and affiliation

The drive to excel is the employees’ need for achievement, employees achieve the goals in relation to set standards and strive towards success.

The understanding of the need for power in some areas of work is definite as the need to influence others’ behaviours, otherwise, they would not have.

The need for affiliation is the desire for a friendly environment and close interpersonal relationships.

Knowledgeable managers can conceptualize more need-based theoretical facts with some of the significance extracted from McClelland’s need theory examples for their innovative and creative strategic processes to push employee drives with their intrinsic motivation through the environmental pull.

Adam’s Equity Theory of Motivation

Adam’s Equity Theory of Motivation is built on the idea, that a successful work environment enhances team motivation by treating everyone with dignity and respect, Adam articulates that employees who identify inequality between themselves and their colleagues in their workplace will feel demotivated and unhappy. For example, an employee discerns that their colleague is getting a salary that is more than theirs for the same amount of work would create dissatisfaction in them. Adam’s Equity Theory designates that a higher level of fairness amongst employees leads to a higher level of motivation and inequity in rewards is the reason for employee demotivation.¹⁸

The concept drew on Adam’s Equity Theory to aid innovative and creative strategies benefiting employees.

Understanding employee motivation that resulted from the level of equity and inequity in rewards among employees at the workplace would be helpful to build innovative and creative strategies and then drive intrinsic motivation through environmental pull Theory designates the employee motivation that resulted from the level of equity and inequity in rewards among employees at the workplace. Managers understanding of the higher level of fairness among employees at the workplace leads to a higher level of motivation and inequity in rewards for employees becomes the reason for demotivation in them.

Table 3: Understanding Adam’s Equity Theory, the employee motivation that resulted from the level of equity and inequity in rewards among employees at the workplace would be helpful to build innovative and creative strategies and then drive intrinsic motivation through environmental pull

Theory designates the employee motivation that resulted from the level of equity and inequity in rewards among employees at the workplace

A higher level of fairness among employees at the workplace leads to a higher level of motivation

Demotivation is the reason for inequity in rewards is the employee.

Equity is perceived by people’s inputs, like effort, experience, education, and competence, where they compare outcomes with the level of salary, increments, and recognition, and so on.¹⁹Robbins, 1993 states that people’s perception of an imbalance in their outcome-input ratio in relation to others at the workplace, tension is created. This tension provides the basis for motivation to strive for perceived equity and fairness.⁷Adams. Adams’ theory is the most meticulously forwarded statement on how individuals evaluate social exchange relationships.²⁰

Carrell, 1978 has publicized equity theory’s main three points of view, firstly, the theory views that people develop beliefs around what establishes a fair and equitable payoff for their contributions to their jobs. Secondly, the theory assumes that people are inclined on comparing what they perceive and the perception of employers.²¹ The other assumption is that when people believe that their own treatment is not equitable, with regard to the exchange they perceive in comparison to others they get into motivation to act upon what they deem appropriate. Champagne, 1989 stated that the employee’s perception of fallouts is not being treated fairly to create diversified consequent employee motivational behaviours.²² Champagne, 1989 stated that the employee’s perception of fallouts they are not being treated fair creates diversified consequent employees’ motivational behaviours.²² This concept of equity is most often interpreted in work organizations as a positive association between an employee’s effort or performance on the job and the pay she or he receives.

Adams (1965) suggested that individual expectations about fairness are a ratio of inputs and outputs that are learned during the process of socialization and through the comparison with the inputs and outcomes of others. Adams in his study also revealed found causes of perceived and actual inequity in organizations.²³Pinder (1984) stated that inequitable treatment felt by people makes them believe they are not receiving fair returns for their efforts contributed to work.²⁴ Therefore the organization’s challenge is to develop strategic reward systems that are perceived to be fair and equitable. Design a job fair strategically that distributes the reward in accordance with employee beliefs about their own value to the organization.

Vroom’s Original Theory

The theoretical explanation given for expectancy theory is that the strength of an individual tendency to act in a certain way depends on the strength of an expectation. Vroom's theory also strengthens the concept of cognitive role in motivated behaviour. Supportive concepts for organizational implication supporting aspects of the expectancy theory of motivation articulated by different authors are discussed below.²⁵ Robbins, 1993 states that individuals’ acts will be followed by a given outcome and their attractiveness towards the outcome^.7 Expectancy theory upholds the fact that people are motivated behaviour that produces desired expected work outcomes.¹⁶

Expectancy theory states that motivation is a combined function of the individual’s perception that effort will lead to performance and of the perceived desirability of outcomes that may result from the performance.^26. There are several models of work motivation Vroom extracted from the work of other researchers and developed the formal model of work motivation in 1964. Vroom’s assumption is persons make choices among alternative courses of action that are lawfully related to psychological events occurring contemporaneously with the behaviour.²⁷

The motivation explained theoretically by Victor Vroom (1964) is known as the Expectation-Value theory. Vroom’s theory merges together the various elements of previous theories. It combines the perception aspects of the equity theory with the behavioural aspects of other theories. Need theories of motivation attempt to explain what motivates people in the workplace,²⁷ On the other hand, Vroom’s expectancy theory does not provide specific suggestions on what motivates organization members.^28,29,30. The expectancy speaks on cognitive antecedents that motivate employees. Employee motivation goes with the cognitive process basing people's beliefs regarding relationships between the effort they extended at work and its outcome, basically, it articulates the rewards they receive from their effort and performance. In other words, its people's belief that strong effort will lead to good performance, and good performance will lead to desired rewards. Conceptualized fact of expectancy theory is that people’s behaviour results from conscious choices between different alternatives that are steadily related to psychological processes, such as perception and belief formation, and

There are three mental components present expectancy valence, instrumentality, and expectancy thus expectancy theory is known as VIE theory. Vroom (1964) term valence as the affective which has an emotional orientation that people hold with regard to outcomes. An outcome, in this case, is said to be positively valet for individuals that they would prefer with or without having it.²⁷Vroom’s theoretical significance is that the most important feature of people’s valences concerning work-related outcomes they refer it is the level of satisfaction the person expects to receive from them, a person not as of real value they actually derive from them.²⁷

The theory understanding emphasizes the level of motivation and the outcome of performance. Performance as an outcome as defined by Vroom, is the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome. Work effort results in a variety of outcomes, some of them directly, and some of them indirectly, including pay, promotion, and other related factors. Vroom describes an outcome as a positive valence if the person believes that it clutches high instrumentality in the attainment of positive valence and the avoidance of negative valence outcomes. The third component of the Vroom theory is devoted to expectancy²⁴. Employee expectancy is the strength that forms a person’s belief about the possibility of a particular outcome. Vroom (1964) described expectancy beliefs as action-outcome associations held in the minds of individuals and stated that there are a variety of factors that contribute to an employee’s expectancy perceptions about various levels of job performance.²⁷

The concept drew on Victor Vrooms Expectancy theory to aid innovative and creative strategies benefiting employees.

Vroom’s expectancy theory states, a process of cognitively changing aspects that reflects individual differences in work motivation.²⁷ Employees in this model understood as are rational people whose beliefs, perceptions, and estimated probability influence them. The Implications of expectancy theory motivating employees in the workplace. Seeing from a management perspective the expectancy theory has implications for motivating employees in the workplace. One of the previous evidence of this fact is factors affecting the level of motivation of medical and nursing staff, such as expectancy, valence, instrumentality, and on their satisfaction researchers in this study identify several important things that can be done to motivate employees.³¹

Table 4: Victor Vrooms Expectancy theory components that instigate and direct behaviour confounding valence, instrumentality, and expectancy are helpful in strategizing innovative plans

Expectancy theory components such as instigating and directing behaviour confounding valence, instrumentality, and expectancy helpful in strategizing innovative plans

Vroom’s theoretical significance is that the most important feature of people’s valences concerning work-related outcomes they refer it is the level of satisfaction the person expects to receive from them, a person not as of real value they actually derive from them. Understanding this theoretical extract helps managers to create the best strategic plan for upholding employee motivation.

Vroom describes an outcome as a positive valence if the person believes that it clutches high instrumentality in the attainment of positive valence and the avoidance of negative valence outcomes. Understanding this fact managers would be able to create strategies that are suitable for enhancing employee motivation.

Employee expectancy is the strength that forms a person’s belief about the possibility of a particular outcome, managers should conceptualize factors that contribute to an employee’s expectancy perceptions about various levels of job performance. This eases managers to design the job with innovative strategies and to get the optimal level of motivation in employees.

Porter and Lawler’s Extension

Lyman Porter and Edward Lawler’s expectancy model of motivation extended Vroom’s work endeavoured to identify the source of people’s valences and expectancies and link effort with performance and job satisfaction¹⁶. Porter and Lawler’s theory is an improvement over Vroom’s expectancy theory. They posit that motivation does not equal satisfaction or performance. They proposed a multivariate model to explain the complex relationship that exists between satisfaction and performance.³² Porter and Lawler viewed people’s effort as a function of the perceived value of a reward and the perceived effort-reward probability.^32. In this theory, effort refers to the amount of energy an employee exerts on a given task. The value of reward and the perception of effort-reward probability determines how much effort an employee will put into a task.¹⁶

Porter and Lawler (1968) articulated that when employees believe they will receive a valued reward for task accomplishment endeavour more effort. Porter states employees’ abilities, traits, and role perceptions, employees are used by employees to effectively predict the relationship between effort and performance.^32. Particularly employees with higher abilities achieve higher performance for a set level of effort than employees with less ability. Predicting the employees’ level of, job satisfaction is determined by employees’ perceptions of the equity of the rewards the employees’ received.³² Employees are more satisfied when they feel equitably rewarded. In addition, employees’ future effort-reward probabilities are influenced by past experience with performance and rewards are dependent on the value of the reward and perceived effort-reward probability, Effort leads to performance, which is affected by the abilities and traits and the role perceptions of the individual.

The concepts drew from Porter and Lawler’s Theory to aid innovative and creative strategies benefiting employees.

Porter and Lawler’s theory is an improved version of Vroom’s expectancy theory. He appreciated motivation with three components including effort, performance, and satisfaction. They posit that motivation does not equal satisfaction or performance. Vroom’s expectancy component conceptualized by Porter and Lawler, motivation is based on performance-outcome expectancy and effort performance expectancy, Vroom’s valence by a preference for anticipated outcomes. In this theory, valence is signifying the value of the reward, and expectancy is included in the perceived effort-reward probability and is also related to perceived equitable rewards.

Table 5: Porter and Lawler’s expectancy theory exhibiting components of effort, performance, and satisfaction of employees would be helpful in strategizing innovative plans

Porter and Lawler’s components of effort, performance, and satisfaction of employees are helpful in strategizing innovative plans

1. Employee Effort: motivation is based on performance-outcome expectancy and effort performance expectancy

2. Employee Performance: a preference for anticipated outcomes. In this theory,

3. Employee Satisfaction: Successful performance then results in intrinsic rewards that give a feeling of accomplishment and extrinsic rewards. Equitable rewards lead to employees’ experience satisfaction.

The Motivator-Hygiene Theory

In the area of job redesign the affected motivation in employees was studied by Frederick Herzberg³³. Herzberg with associates did the initial work on factors affecting work motivation in during1950s. Their initial work employees’ motivation entailed a thorough review of existing research on employees’ motivation until the date they started their study³⁴. Based on the reviewed literature Herzberg carried out a survey of 200 accountants and engineers from which he draw the initial framework for his theory of motivation. Herzberg’s survey information made him discover employees’ tendency to describe satisfying experiences in terms of factors that were intrinsic to the content of the job itself. In his theory what is intrinsic to the job is called “motivators” and included these job intrinsic variables as work itself, achievement, recognition, responsibility, advancement, and growth. Contrariwise, not satisfying experiences he termed as hygiene factors, largely resulted from extrinsic variables such as company policies, salary, interpersonal relationships, and supervisor styles in supervision²⁶. Herzberg actualized the concept based on his study results that eliminating the causes of dissatisfaction\no satisfaction and monitoring hygiene factors would not lead to a state of satisfaction, rather it would result in from no satisfaction to a neutral state. Satisfaction and employee motivation occur only through motivators.

The implications of this model of employee motivation should uphold the concept that motivation can be increased through basic changes in the employee’s job environment, which can bring through job enrichment.^26.The innovative concept here is to redesign job areas with employee motivation. Organizations should make a way for increased challenge and opportunities, responsibility, recognition, advancement, and personal growth that would work as motivators. Herzberg spells out that the factors leading to job satisfaction are distinct from those leading to job no satisfaction. These two factors are motivators (motivates to achieve) and hygiene (maintains employee without motivation) factors Managers’ efforts in eliminating factors creating job dissatisfaction or no satisfaction bring employee motivation neutral level but not a motivational level.

Herzberg’s Theory extractions can aid innovative and creative strategies benefiting employees.

Knowledgeable intrinsically motivating employees can be enriched with extrinsic motivators present in the work environment. Herzberg's (1968) principles to direct employees and motivate them these principles include responsibility and recognition, personal achievement, and retaining accountability for employee work.³⁵ Responsibility and recognition increase the accountability for employee work, and give employees the power to work with separate divisions; responsibility, achievement, and recognition concede employees the additional authority with job freedom; these principles would be helpful in strategizing innovative plans to maintain a high level of motivation among employees in different job situations. In situations such as employees who are loaded with additional jobs can remain motivated with suitable extrinsic motivators and intrinsically driven towards a job with high levels of motivation not just maintaining hygiene at the job.

Table: 6

Intrinsically Motivating Employees with Extrinsic Motivators present in the work environment

Responsibility and personal achievement help in retaining accountability for employees’ work

Responsibility and recognition increase the accountability for employee work

Responsibility, achievement, and recognition give employees the power to work with separate divisions.

Responsibility, achievement, and recognition conceding employees the additional authority to an employee with job freedom

Employee internal recognition motivates employees to maintain periodic reports directly available to the workers directly than through the supervisor

Power intrinsic drive through extrinsic motivators leading growth and learning gives employee tasks with a good work environment that brings creativity and innovation

Responsibility, growth, and advancement motivate employees by handing over individuals’ tasks, empowering them to expertise, and providing opportunities to advance their profession.

In summary manager’s role in motivating employees other than compensation, good working conditions, and similar factors Herzberg comprehends that the employee is truly motivated when the employee’s job is fully enriched where the employee has the opportunity for achievement and recognition, stimulation, responsibility, advancement, and growth.

McGregor’s Participation Theory:

Douglas Mc Gregor theorized his views on employees, based on their participation at work and observed them first basically as negative, labelled X under his theory, they are basically people with nature indolent, like to work as little as possible, not ambitious, don't like responsibility and prefer directed by others, inherently self-catered and indifferent to organizational needs and goals, people are generally susceptible and not clever and bright. Secondly, his views on employees are positive, labelled as y under his theory X and Y.³⁶ McGregor in his theory X and Y Theory views the Y factor as people are not by nature passive or resistant to organizational goals, basically, they like to assume responsibility and think of their organizational success, are capable of directing their own behavior, and have a need for achievement.³⁶

McGregor X andY Theory extractions - can aid innovative and creative strategies benefiting employees. McGregor tried to explain through his two-factor theory X and Y to outline the extremes to draw the human traits and behaviours among employees fencing them within the organizations. He theorized that no organizational person would actually belong either to theory X or theory Y, rather people share the traits of both, actually, they swing on XY continuum from one end to another with a set of properties, with changes in their mood and motives with changing environments.³⁶

The concepts drew from Porter and McGregor’s Theories X and Y to aid innovative and creative strategies benefiting employees.

Douglas Mc Gregor X and Y Theory conceptualizes employee motivation based on their participation at work which would insight managers to draw its implications respectively for theory X workers are that rewards that are of different kinds are likely to be the most prevalent motivator to achieve organizational objectives. The challenge for management with Theory Y employees can innovatively create a working environment and a work culture where workers can show operative development.

Theories X and Y concepts are helpful in developing innovative and creative strategies benefiting employees.

McGregor Theory X employee’s strategically powered up and intrinsically driven towards the achievement of organizational objectives through extrinsic rewards as motivators.

It is a challenge for management to provide an enriched work environment since Theory Y employees are intrinsically driven to expel creativity into a productive work environment and work culture where employees can show develop their creativity to bring innovations.

Basing the eclectically conceptualized fact that all the theories have implicational values on employee motivation. Several concepts with no specified theoretical background observed in the recent past literature also benefit employee motivation are descriptively stated below. Thuy Thi Diem Voocial et.al.2022 in their study using hierarchical linear modelling with a study population of 32,614 individuals from 25 countries found with autonomy and social relatedness impacted work motivation resulting in poor competence in work motivation. ³⁷

Motivation in an organization refers to the positive state of mind that drives you to achieve your objectives. Motivation is enormous area psychologists have studied in human behaviour and come out with various theories of motivation in organizational behaviour. These theories provide a deeper understanding that would bring out innovative and creative strategies to incentivize people to do better in the workplace. ³⁸

Motivation behaviour critically impact on productivity at work in organizations. Conceptualizing the psychological importance of motivation assists businesses, hospital organizations, educational institutions, sports teams, and other organizations create a healthy, supportive culture helping to reach organizational goals. Important practices that can improve motivation in this area depend on strong leadership, incentive programs, and fair-minded policies.³⁹Thus most important aspect that would increase the association's capability is understanding employee motivation. Therefore all organizations must maintain themselves in a market with greater focus throughout the globalization period.⁴⁰

Significant aspects of understanding motivational motivation with its theoretical background that would help managers

· The role of a manager other than taking responsibility for the team, is also essential to give them direction. Motivation is signified because of its quality that influences job satisfaction in the workplace.

· The role of motivation is for managers to understand employee needs and direct them to find the best way to operate their true potential with motivation with the willingness to put more effort into the work.

· Applying strategies basing the best suitable theories of motivation ensures employees’ devotion to their organization, which lessens turnover rates and helps to retain employees best of the workplace.

· Overall motivated people consistently endure engaging them with their professional roles and are satisfied with the outcome they go with fulfilling targets with greater passion.

· Many organizations conceptualize a higher salary package as a way to engage employees to improve their morale monetary incentives as they are meaningful motivators but with regard to employee motivational aspects, they will not sustain for a long time.

· Thus managers need to conceptualize non-monetary incentives and also have their own significance in improving team motivation. Non-monetary incentives examples: Opportunities for power and recognition, growth and development, job Enrichment, delegating responsibilities, trust in your team, and so on.

CONCLUSION:

This study concludes the built investigations on the above discussion and articulates the employees’ motivational components with magnitudes drawn through various theoretical elements that would be useful in making strategic plans while designing jobs to keep the employees powered up with their intrinsic motivation by extrinsic motivators that induce creativity and innovation in the work environment. The study summarises Maslow’s need for examples of strategic processes conceptualizing theory-based innovative and creative strategies and understanding his concepts on various need-driven motivations and extracting benefits for employee help. Physiological needs and their intrinsic drives are strengthened by providing an environment, such as cafeterias, vending machines for drinking water, affordable food counters, and good washroom facilities can be included as a strategy. Security needs are intrinsically driven towards motivators such as job descriptions, wages, salaries fringe benefits, retirement benefits, and medical benefits. The need for love and belongingness in employees in affiliation, social interaction, and interpersonal relations that would create team spirit should be well understood by managers to strategically maintain good interpersonal relations and an enriched environment to work on employees to boost their intrinsic motivation. Reaching a level of psychological need and self-esteem needs work prominently on the employee, understood by the manager’s design of challenging jobs that would maintain employee motivation at an optimal level. Self-actualization needs well managers who would conceptualize strategies and provide employees with the best training challenges to encourage creativity. McClelland’s needs exemplified intrinsic motivation through their work environment focusing on achievement, power, and affiliation in his theory, McClelland has associated these personal needs with work environments in bringing up employee motivations this concept signifies implacable strength for the management to strategize plans for improving the work environment with better design. Adam’s Equity Theory concept is that the manager’s understanding of the higher level of fairness among employees at the workplace leads to a higher level of motivation and inequity in rewards for employees becomes the reason for demotivation in them. Vroom’s expectancy theory made to realize a process of cognitively changing aspects that reflects employees’ work motivation, here employees are understood as rational people whose beliefs, perceptions, and estimated probability influence them. Porter and Lawler’s expectancy theory appreciates motivation with three components including effort, performance, and satisfaction. Performance-outcome expectancy and effort performance are based on anticipated outcomes. Herzberg's theory principles are directing employees and motivating them with responsibility and recognition, personal achievement, and retaining accountability for employee work. Employees’ responsibility and recognition increase the accountability of their work and give them the power to work with separate divisions; responsibility, achievement, and recognition allow them additional authority with job freedom. Douglas Mc Gregor X and Y Theory conceptualizes employee motivation based on their participation at work which would insight managers to draw its implications in the treatment of theory X workers are that rewards and with Theory Y employees can innovatively create a working environment and a work culture where workers can show operative development. Enriching a work environment with a challenging job enhances motivation, variety, autonomy, decision authority, responsibility and recognition, personal achievement, and retaining accountability for employee work, also extrinsic motivators such as job rotation are also adding variety, challenges that keep employees, and timely promotion and working conditions induce working with a high level of motivation. These extracted virtues from the above theories are useful for managers to draw suitable extrinsic motivators and intrinsically power up employee levels of motivation. This theoretical approach is strategically drawn based on the task itself is significant to employee motivation. The various theoretically drawn extracts of theories would help employees to be intrinsically and extrinsically motivated, extrinsic motivators power up intrinsic motivation driving extrinsically toward organizational achievement with creativity and innovation that would bring improved performance and positive transformation in the organization.

CONFLICT OF INTEREST:

There is no conflict of interest between authors.

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Received on 17.04.2023 Modified on 19.05.2023

Research J. Pharm. and Tech 2023; 16(6):3054-3064.

DOI: 10.52711/0974-360X.2023.00503