a theory of human motivation: the tirimba grouping theory of motivation

7/25/2019 A Theory of Human Motivation: The Tirimba Grouping Theory of Motivation

1/6

SOP TRANSACTIONS ON ECONOMIC RESEARCH

Volume 1, Number 1, January 2014

A Theory of Human Motivation: The Tirimba Grouping

Theory of Motivation

Ibrahim Tirimba Ondabu *PhD Candidate, Jomo Kenyatta University of Agricultural and Technology

*Corresponding author: [email protected]

Abstract

There is an argument that money is the only motivator that management can use effectively to enhance the performance of

employees at all levels. Its however of questionable wisdom whether employees who happen to differ in the social class grouping

can be motivated by only one factor, financial motivation of money. Theorists have concentrated on the generalized motivators

without detail look unto those needs that motivate workers at the low, middle and high class levels that compound the environment of

today in both developing and developed nations. This study will add to the existing knowledge in motivation as regards the factors

that motivate workers at the varied social classes by coming up with a theory, the Tirimba theory of motivation which was aimed at

identifying the key motivators at the low, middle and high class social levels of workers. The main objective therefore is to determine

the key motivators at the low, middle and high class levels at the contemporary context. Descriptive research design was adoptedwith the population being strategic management scholars at graduate level in Kenya. The sample survey of this study was extracted

from the Masters of Business Administration (MBA) students of Jomo Kenyatta University of Agriculture and Technology, Nairobi

campus 2012-2013 current students that was identified on case study method. The study relied wholly on qualitative data from

both primary and secondary sources. Primary data was collected by use of semi-structured questionnaires. Secondary data was

gathered by aid of already published books, journals, and published and unpublished research projects. Relevant conclusions and

recommendations were made as per the data collected and the theory to be suggested explained amid the research work.

Keywords

Motivation, Social Groups, Employees/Workers

1. Introduction

Motivation is concerned with the factors that influence people to

behave in certain ways. Motivating other people is about getting

them to move in a certain direction in order to achieve a desired

result. Today, concepts of social class often assume three general

categories: a very wealthy and powerful upper class that owns

and controls the means of production; a middle class of profes-

sional workers, small business owners, and low-level managers;

and a lower class, which rely on low-paying wage jobs for their

livelihood and often experience poverty. Until recently, employee

interests and needs have been neglected and their personal de-

velopment goals put at a back stage. They were just considered

as mare inputs that can be used to accelerate production process

but not as the important resources that carry the entire hope andkey stake of every firm. What perhaps may have changed this

ironical way of thinking about employees was research, referred

to as the Hawthorne Studies, conducted by Elton Mayo from

1924 to 1932 [1]. Understanding what motivated employees and

how they were motivated was the focus of many researchers fol-

lowing the publication of the Hawthorne Study results [2]. Five

major approaches that have led to our understanding of motiva-

tion and that shall form the basis of the theoretical review are

Maslows need-hierarchy theory, Herzbergs two- factor theory,

Vrooms expectancy theory, Adams equity theory, and Skinners

reinforcement theory. Other Researcher developments modern to

the motivational context have been researches from the instinct

theory, the incentive theory, the drive theory, arousal theory andthe humanistic theories of motivation. Of all the functions a

manager performs, motivating employees is arguably the most

complex. This is due, in part, to the fact that what motivates

employees changes constantly [3]. For example, research sug-

gests that as employees income increases, money becomes less

of a motivator [4]. Its interesting to note that, as employees get

older, interesting work becomes more of a motivator. The key

question has been whether money is the key tool for employee

motivation at all times besides the other motivating tools such as

job security, promotions and titles, good working conditions and

so forth. In this study, the researcher will be looking at the key

motivators at the 3 classes of employees namely; high class, low

class and middle class. This work shall be an extensional inputunto the theories of motivation thereby proposing a new theory

of motivation, the Grouping theory of motivation. The theory

will be applicable in the 21st century in which case, there lies

disequilibrium state in the distribution of national and domestic

income in the global perspective and thus the existence of the low

class level of people, middle class level of people and the high

class level of people.

2. Literature Review


2/6

A Theory of Human Motivation: The Tirimba Grouping Theory of Motivation 17

2.1 IntroductionOver the recent past, many contemporary authors have defined

the concept of motivation. Motivation has been defined as: the

psychological process that gives behavior purpose and direction

[5]; a predisposition to behave in a purposive manner to achieve

specific, unmet needs [6]; an internal drive to satisfy an unsatisfied

need [7]; and the will to achieve [8].

2.2 Abraham Maslows Theory of NeedsIn 1943, a psychologist Mr. Abraham Harold Maslow suggested

his Theory of Human Motivation. His theory is one popular and

extensively cited theory of motivation. Maslow [9] argues that

the average child tends to prefer a safe, orderly world where dan-

gerous or unexpected events are rare. As with the physiological

needs, safety needs cease to be a primary motivator of behavior

when the needs are met. Safety seeking ceases to be the dominant

behavioral motivators as safety needs are chronically satisfied.

Figure 1. Maslow Theory of Motivation

Physiological needs are the basic needs for sustaining human

life. These needs include food, shelter, clothing, rest, air, water,

sleep and sexual satisfaction. A hungry person, for example, is

just not in a position to think of anything else except his hunger

or food. According to Maslow, man lives by bread alone, when

there is no bread. If the physiological and safety needs are fairly

well satiated, the love, affection, and belongingness needs emerge

to motivate behavior [9].

Security / Safety Needs are the needs connected with the psy-

chological fear of loss of job, property, natural calamities or

hazards, etc. An employee wants protection from such types offear. He prefers adequate safety or security in this regard i.e.

protection from physical danger, security of job, pension for old

age, insurance cover for life, etc. The safety needs come after

meeting the physiological needs. Maslow [9] argues that the aver-

age child tends to prefer a safe, orderly world where dangerous

or unexpected events are rare.

In the Social Needs category, an employee is a human being

is rightly treated as a social animal. He desires to stay in group.

He feels that he should belong to one or the other group and the

member of the group should accept him with love and affection.

Every person desires to be affiliated to such groups. This is

treated as basic social need of an individual. People must have the

opportunity to love and beloved: in his private journal, Maslow

lamented that he had not paid enough attention to the need to

admire as well as to be admired (parallel to love as well as to be

loved) ( [9] p. 1177).

Esteem needs include the need to be respected by others, need

to be appreciated by others, need to have power and finally pres-

tigious position. Once the previous needs are satisfied, a personfeels to be held in esteem both by him and also by others. Thus,

esteem needs are two fold in nature. Self esteem needs include

those for self confidence, self-respect, competence, etc. The de-

velopment of self-esteem and ego strength leads to feelings of

self-confidence, worth, strength, and capability; these emotions

propel behavior toward the higher goals [9].

Self-actualization Needs is the highest among the needs in the

hierarchy of needs advocated by Maslow. Self actualization is the

desire to become what one is capable of becoming. It is a growth

need. A worker must work efficiently if he is to be ultimately

happy.

Maslow began to become interested in self-actualization through

his relationships with two extraordinary human beings: MaxWertheimer and Ruth Benedict. Maslow [9] reports that his early

investigations on self-actualization were not planned to be re-

search and did not start out as research.

2.3 David McClellands Learned Needs Theory

In the early 1940s, Abraham Maslow created his theory of needs.

This identified the basic needs that human beings have, in order

of their importance physiological needs; safety needs; and the

needs for belonging, self-esteem and self-actualization. Then,

in the early 1960s, David McClelland built on this work by identi-

fying three motivators that we all have. According to McClelland,

these motivators are learned (which is why this theory is some-

times called the Learned Needs Theory). McClelland [10]says

that, regardless of our gender, culture, or age, we all have three

motivating drivers, and one of these will be our dominant moti-

vating driver. This dominant motivator is largely dependent on

our culture and life experiences.

Need for achievement - where this is high then people have

an intense desire to succeed and an equally intense fear of failure.

Need for affiliation. One of the most important types of mo-

tivation but least talked about is the need for affiliation (nAff).

According to Robbins [11] the affiliation motive is the desire

to be liked and accepted by others. This involves the need to be

accepted by others, maintaining good social relationships and the

need to belong even if it means subordinating ones personal mo-tivations to what is accepted by other group members [12,13].

This is particularly evident in a social group or religion where

members have to conform to certain norms and/or conventions.

Need for Power.The need for power is the desire to influence

people and have an impact on others. McClelland does not speak

about power in the dictatorial sense but about the need to be

strong and influential. Ideally, this need for power should be

directed towards the success of the organization the person works

for, and not for his/her own success. McClelland [10] argues

that high achievers do not make good managers because they are

usually more concerned with their own success than with that of

COPYRIGHTSCIENTIFIC ONLINE PUBLISHING


3/6

18 SOP TRANSACTIONS ON ECONOMIC RESEARCH

the organization. Individuals in need of power are usually low

in affiliative need. The manager who desires to be liked will

not make a good manager as he might waive rules for certain

employees thus disrupting the whole system while demoralizing

other employees who feel that exceptions are unfair ( [11, 14])

need for power, however, is not the only requisite to make a good

manager. The good manager tends to be altruistic, uses power

to stimulate employees to be more productive and above all has. . . emotional maturity, where there is little egotism, and has a

democratic, coaching managerial style ( [14] p.11)

In a retrospective commentary to the article by McClelland &

Burnham [14] entitled Power is the Great Motivator, McClel-

land states that subsequent research has confirmed that successful

managers have a stronger need for power than the need to be liked.

However, it was also found that in small companies (McClel-

lands italics), a high need for achievement contributes more to

success than does a high interest in influencing other people.

2.4 Herzberg two factor theory

Herzbergs work categorized motivation into two factors: moti-

vators and hygienes [15]. Motivator or intrinsic factors, such asachievement and recognition, produce job satisfaction. Hygiene

or extrinsic factors, such as pay and job security, produce job

dissatisfaction.

2.5 Vrooms Expectancy theory

Vrooms theory is based on the belief that employee effort will

lead to performance and performance will lead to rewards [16].

Rewards may be either positive or negative. As regards to Vrooms,

the more positive the reward the more likely the employee will

be highly motivated. Conversely, the more negative the reward

the less likely the employee will be motivated.

2.6 Adams Equity theoryAdams theory states that employees strive for equity between

themselves and other workers. Equity is achieved when the ratio

of employee outcomes over inputs is equal to other employee

outcomes over inputs [17].

2.7 Skinners reinforcement theory

Skinners reinforcement theory states that, those employees be-

haviors that lead to positive outcomes will be repeated and be-

haviors that lead to negative outcomes will not be repeated [18].

Managers should positively reinforce employee behaviors that

lead to positive outcomes. Managers should negatively reinforce

employee behavior that leads to negative outcomes.

2.8 The Instinct theory

The Instinct theory of motivation poses that, people are motivated

to behave in certain ways because they are evolutionarily pro-

grammed to do so. An example of this in the animal world is

seasonal migration. These animals do not learn to do this; it is

instead an inborn pattern of behavior. William James created a

list of human instincts that included such things as attachment,

play, shame, anger, fear, shyness, modesty and love. The main

problem with this theory is that it did not really explain behavior,

it just described it.

2.9 The Incentive Theory

The incentive theory argues that people are motivated to do things

because of external rewards. For example, today many employees

are motivated to go to work each day for the monetary reward

they are being paid. Behavioral learning concepts such as associ-

ation and reinforcement play an important role in this theory of

motivation.

2.10 The Drive Theory

The drive theory of motivation asserts that, people are motivated

to take certain actions in order to reduce the internal tension that is

caused by unmet needs. For instance, people may be motivated to

drink a glass of water in order to reduce the internal state of thirst

instead of water. This theory is useful in explaining behaviors that

have a strong biological component, such as hunger or thirst. The

problem with this theory of motivation is that these behaviors are

not always motivated purely by physiological needs. For example,

people often eat even when they are not really hungry.

2.11 The Arousal Theory

On the other hand the arousal theory of motivation suggests thatpeople take certain actions to either decrease or increase levels

of arousal. When arousal levels get too low, for example, a

person might watch and exciting movie or go for a jog. When

arousal levels get too high, on the other hand, a person would

probably look for ways to relax such as meditating or reading a

book. According to this theory, we are motivated to maintain an

optimal level of arousal, although this level can vary based on the

individual or the situation.

2.12 The Humanistic theories

Finally the Humanistic theories of motivation are based on the

idea that people also have strong cognitive reasons to perform var-

ious actions. This is famously illustrated in Abraham Maslows

hierarchy of needs which presents different motivations at differ-

ent levels. First, people are motivated to fulfill basic biological

needs for food and shelter, as well as those of safety, love and

esteem. Once the lower level needs have been met, the primary

motivator becomes the need for self actualization. Of all the

functions a manager performs, motivating employees is arguably

the most complex. This is due, in part, to the fact that what moti-

vates employees changes constantly [3]. For example, research

suggests that as employees income increases, money becomes

less of a motivator [4]. Its Interesting to note that, as employees

get older, interesting work becomes more of a motivator. The key

question has been whether money is the key tool for employee

motivation at all times besides the other motivating tools such as

job security, promotions and titles, good working conditions and

so forth.

2.13 McGregors Theory X/Y

Theory X argues that the average persons inherently dislike work

and will avoid it if they can. People must be coerced, controlled,

directed, and threatened in order to make them work. The average

human being prefers to be directed, wishes to avoid responsibility,

and has relatively little ambition. Theory Y is the immediate

opposite of theory X.



4/6


3. Methods

This part presented a description of the methodology that was

adopted in addressing the study objectives. It includes those parts

such as the research design, population and sampling design;

sampling frame, sampling techniques, sample size, data collection

methods, research procedures and the data analysis methods.

This study employed descriptive research design method. De-

scriptive design intends to describe answers to questions observedon where, who, what, when and sometimes how-the problem is

clearly defined.

The population of interest consisted of population strategic

management scholars at graduate level in Kenya. The students of

Jomo Kenyatta University of Agriculture and Technology, Nairobi

Campus formed part of the sampling frame of which the sam-

ple case study was extracted from the Masters of Business Ad-

ministration (MBA) students of Jomo Kenyatta University of

Agriculture and Technology, Nairobi campus 2012-2013 current

students.

The instrumentation part of this research relied both on qualita-

tive data both from primary and secondary data sources.

Primary data was collected raw from the field by use of semi-

structured questionnaires while secondary data was gathered by

aid of already published books, journals, and published research

dissertations.

4. Results

The study was reengineered towards identifying the key motiva-

tors at the low social class level, middle social class level and

upper social class levels of employees. A comparison of these

results to Maslows need-hierarchy theory provides some inter-

esting insight into employee motivation. Maslows conclusions

that lower level motivational factors must be met before ascend-

ing to the next level were however not confirmed by this study.

This study found out that some workers came from well-off back-

grounds (middle and high class backgrounds) which meant that

most of their lower level motivational needs had already been met

by their descendants and that, what was remaining was for them to

satisfy their middle and higher class level needs. All respondents

agreed that there exist social classes at the work places.

This study found that at the low class level, there existed mainly

workers who were hungry; the hungry worker is not in a position

to think of anything else except his hunger or food. They are the

people who, live by bread alone. Middle class workers prefer

safe ordinary world where dangerous or unexpected events are

rare. They desire to stay in a group and want to be rightly treatedas social animals. High class workers on the other hand prefer

recognition, pride, position and status. Calling them such names

as, the employee of the year or the group coordinator boosts

their morale to work and feel superior in the group than when

they are working as laymen and laywomen.

The term social class refers to a group of people with similar

levels of wealth, influence, and status. Social class is defined by

three main methods:

The objective method measures and analyzes hard facts.

The subjective method asks people what they think of them-

selves.

The reputational method asks what people think of others.We

have 3 main classes; High class, middle class and low class as

explained below;

4.1 High class (Upper class)

The high class is the social class composed of the wealthy, well-

born, or both. They usually command the greatest political power.

In some countries, wealth alone is sufficient to allow entry into theupper class. In others, only people born into certain aristocratic

bloodlines are considered members of the upper class, and those

who gain great wealth through commercial activity are looked

down upon as the nouveau riche. In the United Kingdom, for

example, the Upper Classes are the aristocracy and royalty, with

wealth playing a less important role in class status. In America,

however, where there is no aristocracy or royalty, the Upper Class

status belongs to the extremely wealthy, the so-called super-rich,

though there is some tendency even in America for those with old

family wealth to look down on those who have earned their money

in business, the struggle between New Money and Old Money.

In Africa, high class is translated to politicians with huge wealth

and protection of their wealth with a good political influence andcommand and also the rich entrepreneurs whose business yield

lump sums. Members of the upper class are often born into it,

and are distinguished by immense wealth which is passed from

generation to generation in the form of estates. Their major need

is to satisfy ego and self actualization needs.

4.2 Middle class

The middle class is the most contested of the three categoriza-

tions, most people in the nations of the world and the citizens

of the world fall under this category. Middle class is translated

to the working class group of people who serve under the white

collar jobs. The high rising number of middle class is translatedto the increasing literacy levels, industrialization, government

devolutions and technological advancements. Their major need is

the security and affiliation need satisfaction.

4.3 Lower class

This group of people is associated with the unemployed or those

employed but under blue collar jobs. Lower class (occasionally

described as working class) is translated to those employed in low-

paying wage jobs with very little economic and job security. The

employed is sometimes separated into those who are employed

but lacking financial security, and an underclassthose who are

long-term unemployed and/or homeless. In the U.S for instance,

the low class are mainly those receiving welfare from the state.Members of the working class in this category are sometimes

called blue-collar workers. The worldly term known for the low

class and applicable in this paper are those that spend less or

equal to a dollar a day, their major need is the physiological need

satisfaction.

A summary of the findings on the key motivators at the varied

social groups is outlined as per to the table. The table below is

a summary of findings as to the key motivators at high, low and

middle class levels;



5/6

20 SOP TRANSACTIONS ON ECONOMIC RESEARCH

Table 1. Key Motivators at the Tirimba Grouping Theory

HIGH CLASS MOTIVATORS MIDDLE CLASS MOTIVATORS LOW CLASS MOTIVATORS

Reputation Good wagess Good wages

Recognition Job Security Food

Appreciation Physical security Shelter

Achievement Pension for the old Clothing

Respect from others Life insurance cover Rest

Worth Love Air

Capability Affection Water

Pride Friendship Sleep sexual satisfaction

Position Interaction

Status Need to admire and be admired

5. Discussion

Its important to identify and recognize the fact that employees

are different and their differences are different and that the mon-

etary remuneration is never enough to distinguish their urge for

satisfiers; some employees fall under high class social grouping,

others in the middle class while others fall under the low classgrouping. The existing researches indicate that there has been no

theory explaining the key motivators at the high, middle and low

class social groupings. The findings of this study were clear that

the factors that motivated the high class workers were related with

those of Maslow [9] theory of motivation of self actualization and

Esteem. Also, the factors that motivated workers at the middle

class were mainly the social needs and safety needs. Physio-

logical needs translated with the factors that motivated workers

at the low social class group of the Tirimba grouping theory of

motivation.

The Tirimba grouping theory of motivation holds relevant in

bringing the idea of social grouping among the motivators at the

three levels; high class, middle class and low class.

The assumptions of the Tirimba Grouping theory are as fol-

lows;

1) There exists 3 social class groupings for employees at the

work place; high class, middle class and low class

2) A satisfied need ceases to be a motivator

3) Employees who share a common social class are motivated

by similar needs

4) An employee can fall or rise in terms of social class depend-

ing on some circumstances specific to him/her

5) The quench of every employee is to rise up the classes from

low class, middle class and finally high class

6) Motivation is individual orientedHuman beings are wanting beings, it is the nature of wants that

varies as per the class they belong.

6. Conclusion

The researchers purpose was to investigate unto the various fac-

tors that motivate employees at the upper, middle and lower social

classes of employees in organizations today. The lack of an ap-

propriate theory explaining the key motivators at the low, middle

and high class levels of organizations today and the relevance of

this matter given the fact that the issue of income disequilibrium

is a common occurrence in the corporate contemporary world

gave rise to this research. The research has been able to identify a

new theory to answer this controversial gap of research. Based on

the works done, investigations unto the findings and discussions,

there is nothing to indicate that the research purpose has not been

met.

References

[1] W. Dickson, Hawthorne experiments, The encyclopedia

of management,, pp. 298302, 1973.

[2] D. E. Terpstra, Theories of motivationborrowing the best.,

Personnel Journal, vol. 58, no. 6, pp. 37679, 1979.

[3] B. E. Bowen and R. B. Radhakrishna, Job satisfaction

of agricultural education faculty: A constant phenomena.,

Journal of Agricultural Education, vol. 32, no. 2, pp. 1622,

1991.

[4] K. A. Kovach, What motivates employees? workers and

supervisors give different answers, Business Horizons,

vol. 30, no. 5, pp. 5865, 1987.

[5] R. Kreitner,Management Boston. Houghtoon Mifflin Group

Company, 1995.

[6] J. Buford Jr, A. Bedeian, and J. Lindner, Management

in extension (3rd),Columbus, OH: Ohio State University

Extension, 1995.

[7] J. M. Higgins,The management challenge: An introduction

to management. Macmillan, 1994.

[8] A. G. Bedeian,Management (3rd edn). 1993.

[9] A. H. Maslow, A theory of human motivation., Psycholog-

ical review, vol. 50, no. 4, p. 370, 1943.

[10] D. McClelland, l961 the achieving society.

[11] S. P. Robbins, Management concepts and applications 2.

NJ: Prentice Hall, 1988.

[12] M. D. Vernon, Human motivation. Cambridge University

Press, 1969.

[13] D. WEBER, The evolution of management thought, New

York: J. Wiley, 1979.

[14] D. C. McClelland and D. H. Burnham, Power is the great

motivator. Harvard Business Press, 1976.



6/6


[15] F. M. Herzberg, B. & snyderman, b.(1959). the motivation

to work,2, li, 1959.

[16] V. H. Vroom, Work and motivation., 1964.

[17] J. S. Adams, Inequity in social exchange, Advances in

experimental social psychology, vol. 2, no. 267-299, 1965.

[18] B. F. Skinner, Science and human behavior. Simonand-

Schuster. com, 1953.


a theory of human motivation: the tirimba grouping theory of motivation

Documents