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The human relations perspective in management theory grew from the conclusion that worker output was greater when the worker was treated humanely. This spawned a human relations point of view and a focus on the individual as a source of motivation. Motivation is not explicitly demonstrated by people but rather is interpreted from their behavior. Motivation is a source of influence for personal choices. Motivation is a process that occurs internally to influence and direct our behavior in order to satisfy needs (Lussier & Achua, 2015). Motivation theories are not management theories per se; however, they are frequently considered along with management theories.

There are many theories of motivation, e.g., Maslow's Hierarchy of Needs; Aldefer's Expectancy‐Relatedness‐Growth (ERG) Theory and Model of Growth Needs, Relatedness Needs, and Existence Needs; Herzberg's Two‐Factor Theory; and McClelland's Theory and Model of Achievement, Power, and Affiliation. Table 1.5 discusses several of these Motivation Theories, including Maslow's Hierarchy of Needs, Herzberg's Two‐Factor Theory, McGregor's Theory X and Theory Y, Ouchi's Theory Z, and Vroom's Expectancy Theory.

Table 1.5 Selected Motivation Theories

Motivation theories	Key aspects	Application to beginning nurse leader/manager
Hierarchy of needsMaslow	Motivation occurs when needs are not met. Certain needs have to be satisfied first. The hierarchy of needs starts withPhysiological needs, thenSafety and security needs, thenSocial needs, followed bySelf‐esteem needs. ThenSelf‐actualization needs can be met.Needs at one level must be satisfied before one is motivated by needs at the next higher level.	A new graduate nurse understands that needs change, but if needs are unmet, then an individual may not be able to attend to the next higher level need until the lower level needs are met. A co‐worker who does not feel safe from violence at work would not be able to fully engage in socializing until her safety and security needs were met.
Two‐Factor Theory:Hygiene Maintenance Factorsand Motivator FactorsHerzberg	Hygiene Maintenance Factors can prevent job dissatisfaction or be a source of job dissatisfaction if absent. These include adequate salary, job security, quality of supervision, safe and tolerable working conditions, and relationships with others. These factors by themselves do not lead to job satisfaction. Motivator Factors do contribute to job satisfaction and include meaningful work, opportunities for development and advancement, responsibility and recognition.	New graduate nurses can consider salary, working conditions, and quality of supervision when applying and interviewing for a job, as these Hygiene Maintenance Factors are needed to avoid job dissatisfaction.Motivator Factors should also be evaluated when considering a job opportunity to ensure that there are adequate opportunities for responsibility, recognition, advancement, and support for achievement.
Theory X and YMcGregor	The Theory X view is that motivation results from leaders who direct and control their employees; the underlying notion is that people prefer security, direction, and minimal responsibility so that coercion and threats are necessary for people to do their work. In contrast, the Theory Y view is that people have self‐control and discipline and enjoy/are motivated by involvement in work and creative opportunities. Leaders must remove work obstacles to enable involvement so that people can carry out their work.	Individuals working in a group or a team of diverse individuals might have different motivators. A nurse leader can adjust their leadership style to work both with Theory Y people who display self‐control and discipline as well as to work with other Theory X people who prefer more direction, less responsibility, and more supervision.
Theory ZOuchi	The Theory Z view is that collective decision making, long‐term employment, being mentored, and working in quality circles to manage service and quality is a humanistic style of motivating workers; studied in Japanese organizations.	New graduate nurses can pursue opportunities to be involved in the organization if the aspects of Theory Z are desirable. A nurse can seek out a mentor and would want to have a leader who fosters employee involvement and quality circles.
Expectancy TheoryVroom	The equation ofForce = Valence (x) Expectancy can help to predict an individual's motivation as negative, neutral, or positive. Force equals the amount of effort that will be exerted to reach a goal. Valence is the level of attractiveness or unattractiveness of the goal. Expectancy is the perception that the goal will be achieved.	One way to apply this theory when deciding what groups to become involved in is to identify if a group's motivation is negative, neutral, or positive that the goal will be achieved.