Understanding the Theories and Interventions of Motivation in Organization Development

Abstract

This article reviews theories of motivation in the workplace, what these theories look like in the modern workplace, and interventions designed to increase individual and system-wide organizational motivation. We explored a wide range of theories, including the expectancy theory, Maslow's hierarchy, the motivation-hygiene theory, the equity theory, reward structures, cognitive evaluation theory, and feedback, to formulate conclusions about common organization development (OD) interventions that are meant to address the theories. Reviewed interventions include; organization structure design, achievement orientation, goal setting, job design, quality feedback, and empowerment programs. We followed a multidisciplinary integrated literature review approach to move beyond merely summarizing the literature but substantially contributing new and valuable knowledge to the fields of leadership and organization development. The research cements the need for understanding individuals' needs and goals, the value of quality feedback, rewarding positive behavior, leading with fairness, and allowing space for autonomy.

Intrinsic motivation of millennials and generation Z in the new post-pandemic reality

“…Achieving organizational results for both the organization and the employee is the basis of traditional theory of motivation. (Marczak & Yawson, 2021). There are several major theories that provide an understanding of employee motivation: motives and needs (Maslow, 1943), expectancy theory (Vroom, 1964), equity theory (Adams, 1963), goal setting (Locke & Latham, 1990), cognitive evaluation theory (Deci, 1971), work design (Hackman & Oldham, 1976), and reinforcement theory (Skinner, 1953; Lee & Raschke, 2016).…”