Explaining Employees Behaviours Using Psychological Motivation Theories

The results of this paper reveal that there is a relationship between motivation theories and organizational behaviour. These theories can help human resource managers explain and predict human activities within their working environment. The approaches to be used to study organizational behaviour are content and process theories.
In any firm, having a motivated workforce guarantees success. Motivated workers work harder, are less absent from their duties, produce better output and are very productive. Human Resource Departments often use motivation to study organizational behaviour. Motivation is key in explaining and predicting activities within a working environment. Therefore, by conducting a detailed analysis of motivation, it is the same as analyzing the way employees conduct their activities in a working environment (Dye, 2005).
When studying organizational behaviour using motivation, there are two theories involved: content theories and process theories. Content theories cover things that make people motivated. The theory identifies the needs required by employees in order to be motivated. Process theories focus less on the needs required by employees, and more on thought-processes that impact employees’ behaviour (Leonard, 1999). This paper will conduct a detailed analysis of these two theories when evaluating the usefulness of psychological motivation theories in explaining behaviour in organizations. The paper has briefly explained the context of the study. After this brief background of the study, the next chapter is the literature review that will provide appropriate examples of how useful psychological motivation theories are when describing behaviour in organizations. The last chapter will be the conclusion, and it will summarise the results of this paper.
A study by Heng (2003) defined motivation as ‘the study why people think and behave as they do (2003, p. 45).’ Psychology motivation is concerned with examining what employees are doing (choice of behaviour), estimating time taken by an employee to initiate an activity (latency of behaviour), measuring the efforts taken by an employee to complete a task (intensity of behaviour), estimating the time an employee wishes to stay in a particular organisation (persistence of behaviour), and finding out what an individual thinks and feels when doing a task (emotional reactions of behaviour).&nbsp.