2.4.2 (HL)—HL motivation theories

McClelland explains acquired needs for achievement, affiliation and power; Deci and Ryan's self-determination theory emphasizes autonomy, competence and relatedness; equity theory focuses on perceived fairness of input–outcome ratios; expectancy theory links effort to expected performance, reward and the value of that reward.

Match the intervention to the mechanism. Challenging feedback may suit a high need for achievement, team belonging a high affiliation need, and influence a responsibly channelled power need. Autonomy, mastery feedback and connection can support intrinsic motivation. Equity problems require credible comparison and fair process. Expectancy falls if employees doubt that effort can meet the target, that performance will be rewarded, or that the reward matters.

A salesperson may reject a bonus if the territory makes the target unattainable (weak effort–performance expectancy), if managers do not reliably pay it (weak performance–reward link), or if extra leave is valued more than cash (low reward value). A transparent target, adequate training and a valued reward address different links.

The theories overlap but are not interchangeable. More autonomy cannot repair perceived pay inequity, and an attractive reward cannot motivate when the employee believes performance is impossible. Identify the broken mechanism before recommending action.