According to Maslow’s theory, self-actualization needs are the dominant needs. It signifies the realization of an individual’s potential, self fulfilment, looking for personal progress and the highest experiences. Maslow describes this level as the longing to achieve everything a person can, to turn out to be the most that a person can be. On the other hand, McClelland’s Human Motivation theory asserts that each one has three dominant driving motivators: the needs for achievement, power, or affiliation. According to him, these motivators are not intrinsic; people grow them through life experiences and culture. When putting myself in the position of a manager, he/she should manage me by encouraging all opinions and ideas, focusing on clarity, accuracy, and thoroughness in communication, and also remain as transparent as possible. One should also be decisive in order to make decisions on how to solve issues, progress projects, and steer the team towards its objectives. The capability to give direction and make decisions will also be fundamental.
As a student, some of the instinct rewards that I experience include positive feedback, on-campus sporting event tickets, meal delivery service, handwritten notes, and good wishes messages. These are psychological rewards I receive from performing well and doing meaningful work. Some of the extract rewards I experience include candy, small prizes, stickers, a trophy, extra recess, and grades. These extrinsic rewards are tangible and visible ones that I was given for getting better marks in class. They usually have momentary value, such as class recognition. Both intrinsic and extrinsic rewards are essential motivators for me. They both motivate me to improve my work and perform better. These rewards are necessary to my sustained behavior change. I learn to develop problem-solving skills and do better. However, intrinsic rewards motivate me more to perfect my performance and my personal satisfaction. Intrinsic and extrinsic motivation theory are the models that address these types of rewards. Other models include Maslow’s Need Hierarchy Theory, McGregor’s Participation Theory, and McClelland’s Need Theory.
According to the Job characteristic Model by Hackman and Oldham, the dimension of the job I have now is on a scale of 4. It signifies a high scale. I categorize this job on a scale of high because it is based on my idea of maintaining the motivation of this job. The tasks of this job increase my motivation and productivity. It enables me to improve my performance and job satisfaction by means of adjusting the job itself. The management of this job has created the conditions for me to thrive in my role. Even though this high level made the job crafting and more challenging, it also increased its meaningfulness. The other job I used to do was on a scale of 3, signifying it was just moderate. The task itself was the key to my motivation. Sometimes, the job was tedious and had monotonous works. Other times, it was a challenging and versatile job that had a positive effect on my motivation.