Question

Pay as a Motivator

Identify the part of each theory that pertains to pay and provide an example that explains how pay motivates according to that theory. (Pay may not be part of every theory. If it’s not, then explicitly state that this theory does not pertain to pay or explain how pay is a motivator.)

	Part of the Theory	Example
Learning Theories
Operant Conditioning	Positive Reinforcement Punishment	Do your job and you’ll get paid. If you don’t do your job, you won’t get paid.
Social Learning
Need Theories
Mazlow
McClleland
Herzberg
Process Theories
Goal-Setting Theory
Equity Theory
Expectancy Theory

Answer 1

Social learning :

Part of theory :

This theory does not pertain to pay.

Example :

It can be a motivator for people to act as desired through promoting the environment and actions which can prove beneficial when people will observe and imitate it.

.

Maslow:

Part of the theory

Needs : physiological needs like food, house, water, electricity.

Example :

​​​​​​​Do a job to get paid in order to fulfill your physiological needs.

Learn new skills to get Good salary for paying house rent.

.

McClelland :

Part of theory :

Driving motivators : Achievement

Example :

To get a new Car, you must get paid enough for which you have to improve your performance outputs.

.

Herzberg:

​​​​​Part of theory :

Hygiene factors : including salary as a factor which might decrease performance.

Example :

If Salary is unfair or less than other organisations, then employee will work less hard.

.

Goal-Setting Theory :

This theory does not pertain to pay.

.

Equity Theory:

Part of theory :

Equality in pay or No discrimination in pay on any unfair basis.

Example :

Pay employees equally to motivate them to work harder.

If you pay fresher more than old loyal employee, he wil be demotivated to work hard as he will think that he is not valued.

.

Expectancy Theory:

Part of theory :

Instrumentality : (Performance - outcome)

Example

If you come to job in bad weather conditions, you will get a bonus pay.

. .

.

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