Understanding Motivation in Organisational Behaviour

“Motivation refers to the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.”— Robbins & Judge, Organizational Behavior, 18th Edition

Motivation in Organizational Behavior refers to the internal drive or external stimulus that influences an individual’s behavior towards achieving a goal. In the workplace, motivation determines the direction, intensity, and persistence of an employee’s effort toward job-related tasks.

Importance of Motivation at Work

Motivation is crucial for organizational success because it:

Boosts performance: Motivated employees work more efficiently and effectively.
Improves job satisfaction: Motivation contributes to positive attitudes toward the job and organization.
Reduces turnover: When employees are motivated, they are less likely to quit.
Fosters innovation: Motivation encourages initiative and creative problem-solving.

"An organization’s ability to maintain a motivated workforce is essential for gaining a competitive advantage and ensuring employee engagement."
-Organizational Behavior, LibreTexts

Major Theories of Motivation

Maslow’s Hierarchy of Needs: A Dynamic Model for Changing Work Environments

Maslow (1943) proposed that individuals are motivated by a hierarchy of five needs, traditionally structured in a pyramid:

Physiological – food, rest, work tools
Safety – job security, safe environment
Love/Belonging – connection, camaraderie
Esteem – recognition, competence
Self-actualization – personal growth, purpose

According to Maslow, individuals must satisfy lower-level needs before focusing on higher-level ones. For example, an employee who lacks job security (safety need) is unlikely to be concerned about professional recognition (esteem need). This theory emphasizes that motivation evolves as foundational needs are met.

Maslow’s Hierarchy of Needs, Organizational Behavior Version:

Maslow’s traditional pyramid outlined five core needs: physiological, safety, social, esteem, and self-actualization. In organizational behaviour, this theory was long used to guide managers on satisfying employees' evolving needs to enhance motivation. However, the COVID-19 pandemic drastically altered how these needs manifest in the workplace. Today:

- - - - Physiological needs go beyond tools, they now include health protections, air quality, and remote work access.
      - Safety needs are not just job security, but also clarity in policy, economic stability, and transparent leadership communication.
      - Belongingness now depends on virtual connection, frequent check-ins, and inclusive digital culture.
      - Esteem comes from recognition through non-physical means: team chats, shout-outs, and flexible goals.
      - Self-actualization is still about purpose, but increasingly tied to social impact, resilience, and innovation during uncertainty.

Modern OB Takeaway: Maslow's framework remains relevant, but the path is no longer linear. Employers must meet employees where they are, understanding that needs may shift frequently and unpredictably.

Herzberg’s Two-Factor Theory

Frederick Herzberg's (1968) theory distinguishes between:

Hygiene factors – salary, company policy, physical work conditions
Motivators – achievement, recognition, personal growth

In traditional settings, hygiene factors prevented dissatisfaction but didn’t motivate. However, in today’s OB landscape, these distinctions blur:

Lack of digital tools or psychological safety can now act as both demotivators and barriers to engagement.

Motivators like achievement are closely tied to remote visibility, trust, and flexible leadership.
Managers must adapt policies to match employee values, recognize efforts virtually, and sustain career development despite distance.

The hybrid workplace requires redefining hygiene and motivation based on employee experience, not just job design.

“Satisfaction and dissatisfaction are not on a single continuum… employers must address both.”— Herzberg (as cited in Steers, Porter, & Bigley, 1996)

McClelland’s Theory of Needs

McClelland’s Theory of Needs focuses on how individuals are motivated by three dominant drives that develop through life experiences. Unlike Maslow’s fixed hierarchy, McClelland suggested that the strength of each need varies from person to person depending on their background and work environment. This theory is particularly useful in workplace settings where understanding an employee’s dominant motivator can help tailor leadership strategies, goal setting, and team assignments. McClelland identified three key motivators:

Need for Achievement - desire to excel and succeed.
Need for Affiliation - desire for friendly and close relationships.
Need for Power - desire to control or influence others.

Different people are driven by different needs, and understanding these can help managers motivate more effectively.

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