Employment Offerings based on Motivation Theories

In this series of posts, we emphasized the role of motivation in managing the Optometry practice. So far, we have defined different theories and most importantly we have described the role of intrinsic and extrinsic motivation and how theories fall into one of these two categories. Theories that emphasize extrinsic motivation are content-based, explain what motivates employees, and are solely useful to accomplish simple jobs and tasks. Whereas theories that emphasize intrinsic motivation are based on processes, explain how employees are motivated and are useful to solve complex problems and jobs that require creativity and autonomy.

Needs-based theories are based on extrinsic motivation and ultimately on “what” motivates employees. Among those theories are Maslow’s Hierarchy of Needs and Herzberg’s Two Factors Theory. A third theory that is based on extrinsic motivation and is very useful and practical to day-to-day management tasks is David McClelland’s three needs theory also known as “the needs theory of motivation”. The three needs theory argues each of us has three needs that include:

The need for achievement is relevant with employees who are motivated by achieving, being promoted, have a strong desire to accomplish difficult and complex jobs, set records, and prefer to do new things no one did before. Employees with low achievement needs avoid failure whereas employees with high achievement needs fight to win at any cost.

The need for affiliation means building relations, collaborating with others, the need to be part of a group, and the need for relationships. Employees with low affiliation needs are loners whereas employees with high affiliation needs tend to be more intolerant of disagreement.

The need for power is relevant with employees who want to be in charge, prefer competition over collaboration, are discipline-oriented, and put a lot of emphasis on status. Employees with low power needs are dependent and subordinate whereas employees with high power needs tend to overemphasize their potential and ability to do things.

Optometrists and managers can use the three needs theory to set motivational targets tailored to each of their team members. How often do we struggle to identify whose staff member is best for sales, office administration, reception, etc…? Some practices receive many interns and cannot choose who to offer a job, a partnership, or ask to join as an associate.

For managers working with teams, the theory of needs allows them to select which aspects of the role will appeal to each of the team members. By knowing which needs motivate employees most, managers can select what opportunity to present, how they present the opportunity, and which elements of the presented opportunity they have to emphasize.

Understand the motives of the team members to reward them in a way that motivates them. For example, you offer an opportunity for a partner or an associate to an optometrist with high power needs and high achievement needs. You identify a low power needs person to be a good employee at performing day-to-day routine tasks. A sales opportunity is offered to a high achievement needs employee. The more he sells, the more he achieves, the more he satisfies his need. New higher targets are constantly updated for a sales person to keep achieving. A partnership opportunity is offered to a person with high affiliation and power needs.