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Maslow's theory posits that individuals have five levels of needs: physiological, safety, love/belonging, esteem, and self-actualization. In the workplace, employers can use this theory to identify what needs to fulfill to motivate their employees, starting from the most fundamental needs up to personal growth and fulfillment.

Herzberg's model divides workplace factors into two categories: hygiene factors and motivators. Hygiene factors prevent dissatisfaction but don't necessarily motivate, while motivators promote job satisfaction and can stimulate performance. To enhance motivation, managers should address both types of factors.

McClelland's theory focuses on three key needs: the need for achievement, the need for affiliation, and the need for power. In an organizational context, understanding an individual's dominant need can help tailor strategies to motivate them more effectively through goal setting, teamwork, or leadership roles.

This theory emphasizes the role of three intrinsic needs: autonomy, competence, and relatedness. In the workplace, creating an environment that fosters these needs can lead to greater intrinsic motivation, improved performance, and higher job satisfaction.

Equity theory postulates that employees are motivated by fairness, and if they perceive an inequity in the workplace, they'll be demotivated. Employers can use this theory to ensure fair treatment and pay, thereby maintaining motivation and productivity.

This theory suggests that an individual's motivation is based on their expectation that effort will lead to good performance and that good performance will lead to desired rewards. In practice, clarifying the path to rewards and ensuring rewards are valued can increase motivation.

Goal setting theory asserts that specific and challenging goals, with appropriate feedback, enhance performance. In the workplace, setting clear, measurable goals with benchmarks and feedback can motivate employees to higher achievement.

Based on the work of B.F. Skinner and behaviorism, this theory suggests that behavior is a function of its consequences. In the workplace, this translates to using positive and negative reinforcement to shape employees' behavior and motivation.

This model identifies five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) that can impact three psychological states, leading to higher motivation, performance, and satisfaction. It suggests redesigning jobs to include these characteristics.

An extension of the Self-Determination Theory, it suggests that offering extrinsic rewards for behavior that is intrinsically motivated can actually reduce overall motivation. For employers, this means being cautious about when and how to use rewards.

Vroom's Valence, Instrumentality, and Expectancy (VIE) theory is a framework that explains the process people use to make choices. In a work setting, managers can focus on employees' perceptions of valence, instrumentality, and expectancy to increase their motivation to perform.

Social Cognitive Theory stresses the importance of observational learning, self-efficacy, and self-regulation. In the workplace, enhancing an individual's belief in their efficacy can motivate them to undertake challenges, persist in the face of obstacles, and perform better.

This theory revolves around an individual’s need to maintain consistency among their beliefs, attitudes, and behaviors. Employers can motivate employees by creating an environment where these aspects align, such as by ensuring a good fit between the employee's role and their personal values.

An extension of Reinforcement Theory, it emphasizes the use of consequences to modify the occurrence and form of behavior through reinforcements and punishments. Employers can apply this theory by implementing systems of rewards and penalties to influence employee motivation.