The action theory of motivation takes a distinct approach compared to traditional content and process theories of motivation. It specifically focuses on the explicit connection to actions and behaviors, emphasizing the process through which motivation translates into action.
The starting point of action theory is the analysis of the situation in which motivation arises. Motivation can stem from an increased self-demand, interaction with a leader regarding a challenging task, or social influences. It is not limited to just the immediate work group, but extends to the broader organization and society at large (Scholz, 2000).
In addition to these sources of motivation, emotion plays a critical role. According to Izard (1991), emotions consist of two positive components (interest, joy), seven negative components (fear, anger, disgust, pain, contempt, shame, guilt), and one neutral component (surprise), each of which triggers specific behavioral patterns.
Behavior is also shaped by intuition, where decisions are made without prior analysis (Nalcadzjan, 1975). In human resource management, especially in leadership contexts, intellectual intuition is crucial, as it enables quick judgments, discoveries, or evaluations essential for problem-solving. While management literature links intuition to the right hemisphere of the brain, analytical thinking is typically attributed to the left hemisphere. However, there is still no conclusive physiological proof supporting this distinction.
Volition, the actual execution of the behavior to achieve the desired goal, is another core concept. Heckhausen (2005) breaks volition into four phases:
- Pre-decisional phase: The decision to undertake a specific action is made.
- Pre-actional phase: The appropriate timing for the action is chosen.
- Actional phase: The intention is realized and executed.
- Post-actional phase: The intention is evaluated after the action.
When employees are supported by their leaders throughout the entire motivation-to-volition process, an increase in performance can be expected.
Attribution Processes in Motivation
The attribution theory of leadership explains how individuals form reasons for actions and their outcomes, attributing them either to personal factors (e.g., intention, effort, ability) or external factors (e.g., task difficulty, chance). This attribution plays a key role in shaping future behaviors, with different types of employees reacting in contrasting ways:
- Success-oriented individuals: They attribute success to their own abilities and failure to lack of effort, leading to automatic improvement in performance.
- Failure-avoidant individuals: They often attribute success to easy tasks and failure to insufficient abilities, which may lead to frustration and inaction.
Conclusion
The action theory of motivation offers a broader, more dynamic understanding of motivation compared to traditional theories, capturing the action-oriented and emotional elements that influence employee behavior. Though still somewhat fragmented, this theory highlights the importance of leadership in guiding employees from motivation through to volition, thus enabling sustained high performance.
