Motivation and engagement
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Motivation and engagement
After studying my textbook on motivation theories, I have observed that the type of motivation theory that resonates with me the most and which I find to be the most useful is the need theory. In summary, Maslow founded the need theory in his works and argued that the satisfaction of human needs shapes human behavior. These needs for people follow an ascending hierarchy with low-level need being at the bottom and high-level need being at the top. I find myself resonating most with the need theory because pursuance and attainment of goals drive my behavior. I always wish to achieve targets and advance on what seems to be a ladder of success. I find it better to accomplish tasks ahead even when there are no rewards that accompany the accomplishment. Considering the series of needs I have in life, I am unable to turn my attention to some before I meet others. Concerning this, my most basic needs are psychological in nature, and I cannot turn my attention elsewhere before I achieve them. These needs include food, shelter, clothing, and enough sleep. Upon meeting these low-level needs, then my attention turns to safety needs like health security and assurance of a safe environment. After I achieve a sense of security, then I turn to love-need, which gives me belongingness. I meet love needs through bonding strongly with my confidants and being in my love relationship. Once I achieve a sense of belongingness, my attention shifts to esteem needs where I seek self-confidence, a good reputation, and respect. I believe my high-level need will be self-actualization because I desire to fulfill my talents and potentials. However, I admit I am far from attaining this high-level need.
I diverge from reinforcement, reward, and punishment theories because rewarding someone may not always end in the desired behavior. While I agree that positive reinforcement in the workplace might make employees who have excelled feel appreciated for all their work, continuous use of positive reinforcement even when performance is poor might make employees continue expecting rewards regardless of the outcome of their performance at work.