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1、1. Introduction Motivation is one psychological feature which could encourage one employee to do something to achieve a desired goal (Urdan, 2006). To evaluate the principles of motivation and explore how they motive the employees, some theories, including process theory and content theory, have bee

2、n proposed. Two of them, hierarchy of needs proposed by Maslow in 1943 and expectancy theory proposed by Victor H. Vroom in 1964, will be analyzed in this research (Wikipedia, 2012). In this research, the background of two motivation theories will be introduced in advance. Furthermore, in order to a

3、nalyze the extent to which motivation theory is useful in understanding what motivates people in the job, one questionnaire will be conducted and the data collected from it will be discussed comprehensively. Thirdly, the analysis on the effectiveness of motivation theory would be conducted based on

4、the data collected from the questionnaire. In this sector, some theoretical knowledge obtained from the literature would be combined with the analysis. Finally, the conclusions of this research would be presented. 2. BackgroundBrief summary of two theories(1) Maslows hierarchy of needsHierarchy of n

5、eeds which was proposed by Abraham Maslow in 1943 is often presented in the shape of one pyramid, with the most fundamental levels of needs, such as air, water and food, at the bottom and the advanced levels of needs, such as the self-actualization, at the top (Hassen, 2007). In this pyramid, the ne

6、eds for food, safety, friendship, esteem, achievement, self-actualization and so forth, are included (Saeednia, 2011). According to the principles of Maslows hierarchy of needs, if the basic or fundamental needs of the employees could not be satisfied, hardly could they pay much attention to the hig

7、her levels of needs. In this research, the practice of the basic principles of Maslows hierarchy of needs would be evaluated. According to the research conducted by Rishi (2008), five sorts of needs are included in the Maslows hierarchy of needs: Firstly, physiological needs are the most basic needs

8、, including the food, air, water and so on, which are necessary for human survival (Wu, 2011). Without these factors, the people, including the employees, could not survive. Secondly, safety needs, including personal security, financial security, health and well-being, are important to the people si

9、nce without a safe environment, hardly could more attention be paid to other matters, such as work, by the people (Williams, 1989). Thirdly, love and belonging, which include friendship, intimacy and family, are still very important to some employees, especially those with higher income and comforta

10、ble jobs. Fourthly, esteem is one factor that consists of self-respect and self-esteem. In fact, there are two levels of esteem (Lester, 1990). The first one is the need for status, recognition and the respect from others and the second one is the need for strength, competence and self-respect.Fifth

11、ly, self-actualization is the highest level of needs. In general, the employees pursuing this level of needs have obtained the previous needs, such as physiological needs, safety needs, love and esteem needs already (Machin, 2011).(2) Expectancy theoryExpectancy theory is one motivation theory propo

12、sed by Victor H. Vroom in 1964. Expectancy theory states that one person makes choices depending on the estimates of the expected outcomes of one given behavior (Kirsch, 1997). Furthermore, three principles and one equation are included in this motivation theory. Firstly, the opinion that the effort

13、s of one employee would lead to the attainment of desired performance goals is included in this theory. In other word, if one employee could try his/her best to work, the desired performance goals could be achieved certainly. Secondly, the principles of expectancy theory indicate that one employee w

14、ould receive relevant reward if the performance expectation of his/her has been achieved. Thirdly, the value the individual places on the rewards based on their needs, goals, values and sources of motivation (James, 1993). The equation in the expectancy theory is listed as follows: Motivational Forc

15、e (MF) = Expectancy x Instrumentality x ValenceThis equation indicates that the motivational force owns positive correlation with the expectancy, instrumentality and valence (Kirsch, 1997). Collection of dataIn order to evaluate the Maslows hierarchy of needs and expectancy theory, a questionnaire w

16、ould be designed and conducted. In this questionnaire, some questions that could evaluate the extent to which motivation theory, especially the Maslows hierarchy of needs and expectancy theory, has practical relevance for organizations in understanding what and how to motivate the employees would be

17、 included (Bryman, 2008). In addition, the relation between the income and the needs of the employees should be focused on in the evaluation of the Maslows hierarchy of needs. Thirdly, the relation between the performance and awards should be evaluated in the questionnaire. In this aspect, the emplo

18、yees trusting the employers and those do not trust the employers would be analyzed to explore the relation between award and performance (Harrison, 2012). The main steps of data collection are listed as follows: Firstly, list the problems needed to be solved; Secondly, design one questionnaire in wh

19、ich relevant questions would be included;Thirdly, check the reliability and effectiveness of the questionnaire; Fourthly, conduct the research; Fifthly, collect relevant data and information; Sixthly, analyze the data collected from the research;Finally, draw some conclusions (Bryman & Bell, 2007).

20、3. FindingsIn this research, eighty samples are included. The results of the questionnaire are listed as follows: The income of the individuals per year in this research is showed in Figure 1. Figure 1. The income per year of the individuals in the researchThe needs of the thirty-eight employees wit

21、h lower income (less than 20000 pounds per year) in four aspects, namely basic needs, health and happiness, esteem and achievement in job and self-actualization, are showed in Figure 2. Figure 2. The needs of the thirty-eight employees with lower incomeThe needs of the eight employees with relativel

22、y high income (more than 150000 pounds in one year) in four aspects are showed in Figure 3. Figure 3. The needs of the eight employees with higher incomeThe data in Figure 1, Figure 2 and Figure 3 showed that in both the employees with lower income and those with higher income, esteem and achievemen

23、t have been emphasized. In addition, the basic needs, such as the salary, are paid less attention to by the wealthy employees while focused on by the poor employees. Thirdly, the majority of the employees with lower income in this research showed fewer interests in the self-actualization and happine

24、ss in the job while most employees with higher income paid more attention to the self-attention and happiness in the job. The result of the question evaluating the relation between effort and performance is showed in Table 1. Table 1. Evaluation of the relation between effort and performanceScoreNum

25、ber of individuals5149336224110The data in Table 1 showed that some employees do not believe that efforts could improve their performance. Of course, thirty-six employees in this research chose “3” in this question. Such a fact showed that they are not clear that weather the efforts could improve th

26、eir performance. In addition, in this research, more than eighty percent of the employees stated that there are plenty of other factors, besides the efforts, that could impact the performance while only nine percent of them stated that efforts are essential to the performance. The result of the ques

27、tion evaluating the relation between performance and outcome is showed in Table 2. Table 2. Evaluation of the performance and outcomeScoreNumber of employees (Trust the leaders)Number of employees (Do not trust the leaders)5152411435523191016Total3446The data in Table 2 indicated that in the eighty

28、employees there are thirty four employees trust their leaders or employers while forty six employees do not trust their leader or employers. About seventy six percent of the employees trusting the employers are satisfied with the performance judgment while this rate in those who do not trust the emp

29、loyers is only thirteen percent. The answer to the question of whether the employees have interests in the awards issued by their employers is showed in Table 3. Table 3. Evaluation of the employees interests in awardsScoreNumber of individuals57419316224114The statistics in Table 3 indicated that a

30、bout forty eight employees have no interests in the awards issued by their enterprises while only about thirty percent of the employees have interests in the awards. Undoubtedly, in some cases, the awards issued by the enterprises could not attract the attention of the employees and could not encour

31、age them as well. 4. Discussion The evaluation of Maslows hierarchy of needsIn this research, eighty samples are included. In general, the data indicated that the Maslows hierarchy of needs is extremely useful in the practice. For instance, about eighty seven percent of the employees with higher inc

32、ome pursued the health and happiness in the job while this rate in the employees with lower income is only about twenty two percent. In addition, about seventy six percent of the employees with lower income focus on the basic and fundamental needs, especially the salary, while in this research no on

33、e in the employees in higher position or with higher income care about the low levels of needs, such as the salary. Therefore, the majority of the individuals who emphasize the importance of higher levels of needs, such as self-actualization and happiness, have higher income or higher position. On t

34、he contrary, the individuals with lower income care less about the higher levels of needs in the job while focus on the lower levels of needs, such as money and other physiological needs (Chiang, 2008). Although the Maslows hierarchy of needs is reasonable in most cases, there are still some weaknes

35、ses in it. For instance, one principle of this motivation theory stated that if the basic or fundamental needs of the employees could not be satisfied, hardly could they pay more attention to the higher levels of needs (Katherine, 2011). However, the data collected from the questionnaire indicated t

36、hat the esteem and achievement which are locating at the higher level of the pyramid have been pursued by both the employees with higher income and those with lower income. The employees with lower income are about seventy three percent of all the individuals with lower income. Undoubtedly, the high

37、er levels of needs are still pursued by some people although the lower levels of need have not been achieved by them (Mishra, 2002). The reason why this phenomenon happened is that the senses of respecting others and respecting oneself have been focused on by the whole society with the development o

38、f civilization. In addition, the achievement in the job sometimes could not be viewed as a higher levels of needs since without achievement in the job hardly could the lower levels of needs, such as food and salary, be ensured. Therefore, some employees with less income paid more attention to the ac

39、hievement in the job albeit their lower levels of needs have not been met. The evaluation of expectancy theoryIn the first place, expectancy theory indicated that the efforts of one employee would lead to certain attainment of desired performance goals (Sloof, 2008). However, in the practical situat

40、ion, this principle is not so reliable. The results of questionnaire showed that about forty two percent of the employees in this research do not believe that their efforts in the job could lead to the achievement of desired performance goals while only about thirteen percent of the individuals supp

41、ort the opinion that certain efforts could result in the achievement of desired performance goals. Undoubtedly, the principle in expectancy theory that the efforts of one employee would lead to certain attainment of desired performance goals would be questioned here. The second principle in expectan

42、cy theory stated that one employee would receive relevant reward if his/her performance expectation is met (Gregory, 2009). In fact, whether the performance expectation of one employee has been met is judged by the leaders or employers. The data collected from questionnaire indicated that the employ

43、ees who do not trust their employers or leader always do not believe that their performance has been judged fairly while those who trust the employers or leaders hold the contrary opinion. Undoubtedly, to improve the management of enterprise, the formalized policies which associates rewards to perfo

44、rmance systematically should be established. Only in this way could the performance of the employees be judged fairly and the awards could be issued scientifically. Accordingly, more employees could be encouraged. Therefore, the principles in expectancy theory in relation with the performance and ou

45、tcome are not so reasonable and should be adjusted in practice. Thirdly, the expectancy theory assumes that if one enterprise could provide its employees with some awards, these employees will work harder and improve their productivity to achieve the awards (Tweet, 2012). However, the data collected

46、 from the questionnaire showed that about forty eight percent of the employees have limited interest in the awards issued by their enterprise while only about thirty two percent of them show interest in those awards. Obviously, sometimes, hardly could the awards issued by the enterprises encourage t

47、he majority of the employees to improve the working efficiency and productivity. Therefore, the expectancy theory would be questioned. In fact, one important theory has been neglected in the expectancy theory. The Maslows hierarchy of needs has successfully indicated that different employees have di

48、fferent levels of needs. Furthermore, the motivation of the employees could be impacted by many other factors. Therefore, stating that issuing awards could certainly motivate the employees is not so reasonable. 5. Conclusion In this study, one questionnaire has been designed to explore the effective

49、ness of two motivation theories, namely Maslows hierarchy of needs and expectancy theory. Depending on the analysis and evaluation of the data, some conclusions have been drawn and listed as follows: Firstly, Maslows hierarchy of needs is remarkably useful in the practice. The data collected from th

50、is research indicated that, in general, the majority of the employees do not care about the higher levels of needs while those with higher income care less about the lower levels of needs. However, the weakness existing in this motivation theory is that some needs, such as achievement in the job, wh

51、ich sometimes is at the lower level of the pyramid, have been put at the higher level of the pyramid. In this way, there would be conflicts between the outcomes of this research and the basic principle of Maslows hierarchy of needs. Secondly, two aspects have been neglected by the expectancy theory.

52、 The first one is that sometimes there are other factors that could impact the performance. So the effort of the employees may not improve their performance and the principles of this motivation theory would be questioned. The second one is that not all the employees would have interests in the awar

53、ds issued by the leaders or employers. In this way, hardly could the awards or reward encourage the employees to improve their productivity. Therefore, in the application of the motivation theory, the needs of the employees should be taken into consideration. Thirdly, in fact, there is not one theor

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