In relation to work motivation and rewarding, there are five theories linked with work motivation and rewarding. These theories are as follows: Maslow’s hierarchy of needs theory, internal vs. external control theory, need for achievement theory, equity theory, and expectancy theory. These theories are silent in the Bio-Tek case.
Maslow’s Hierarchy of Needs Theory
According to this theory, needs become satisfied in accordance to a certain order; advanced level needs become satisfied, when inferior level needs are. From the primary to the top the people’s needs are; physiological, health and security, honor and status, and living up to one’s entire potential (Beck, 2004). This theory postulates that employees will always become concerned about receiving their esteem. From the case studied, this theory does apply in order to ensure total employees’ satisfaction; however, there seems to be a silence on the theory since employees from the case are seeking satisfaction through promoting a sense of satisfaction.
Internal vs. External Control Theory
This concept became developed through social learning by philosopher Rotter in the year 1954. It describes the degree in which individuals believe that they manage their personal fortune versus having the certainty that they serve under the management of others (Beck, 2004). Employees with an inner locus of mechanism tend to become committed and require less peripheral endorsement and reward. From the case, it is remarkable to note that one of the employees of the organization has depicted signs of self-motivation; however, this seems so silent in the case since other employees do not team up to join the employee that is self-motivated. Individuals with high peripheral locus of mechanism respond more readily in achieving external praise. It is apparent that the employees in the case have a low external control focus.
This theory became developed by Stacy Adams in 1963. The theory argues that workers become less or more inspired based on the gradation in which they consider there is an equal treatment by individuals close to their surrounding (Beck, 2004). This is particularly with the treatment acquired from supervisors in an organization. For example, in this theory, an employee may feel that he has put a lot of efforts than his corresponding peers, but he believes that the rewarding system is not responding properly in rewarding him. From the case, it is evident that this theory is applied, where employees feel that the compensation criteria of the organization do not have proper or required actions that lead to their motivation.
Need for Achievement Theory
This theory has a different approach in explaining the motivation of an employee in an organization. According to the theory, employees have a collective tendency of seeking high rewards for any actions that they become involved in. Also, according to this theory, individuals tend to move from inferior to advanced levels of accomplishment. This concept is silent since it is unclear whether there is the employees’ movement from a low level to higher levels as provided by the case. Though, there is a crave for an employee to believe positively in receiving promotions through the available opportunities of the organization.
This theory presents the argument that employees are always expectant in receiving rewards for the actions they become engaged in or perform (Beck, 2004). This is usually in line with capabilities and perceptions generated by an employee. When an employee has a higher capability in performing a given duty, the employer will expect to receive an exceedingly high reward for the actions taken or done. From the case of Bio-Tek, this theory is evident where every employee seeks to receive rewards after showing their efforts.