International Journal of Research and Innovation in Social Science (IJRISS) | Volume IV, Issue IV, April 2020 | ISSN 2454–6186

 The Role of Motivational Theories in Shaping Teacher Motivation and Performance: A Review of Related Literature

 Elock Emvula Shikalepo
 Namibia University of Science and Technology, Namibia

Abstract: – Various scholars have theorised models of motivation, which laid a strong foundation for employers to motivate their employees. The purpose of this study was to review the motivational theories and explain their collective emphasis, with the ultimate aim of generating theoretical measures whose considerations and implementations could motivate teachers to improve quality of output in schools, as a measure of their work performance.
The study reviewed theories related to Hierarchy of Needs theory, Two-Factor theory, Existence, Relatedness and Growth (ERG) theory, Expectant theory, Equity theory and the Goal-setting theory. The theories were reviewed, analysed the matically and discussed within the context of education and teacher motivation, which was the focus of the study.
The study found out that theoretical factors that influence teacher motivation and performance, relates to the work itself, rewards and compensation, the working environment and professional growth and development opportunities. Employers should ensure that these factors are well cultivated as they serve as motivators for teachers to work optimally and improve school performance.

Keywords: Hierarchy of Needs theory, Two-Factor theory, Existence, Relatedness and Growth (ERG) theory, Expectant theory, Equity theory, Goal-setting theory,Motivation, Teacher motivation, teacher performance, Motivational theories.

I. BACKGROUND OF THE STUDY

The concept of motivation has been defined by various scholars. Motivation is generally referred to as the energy of behaviours which condition the conduct of employees at the workplace (Legotlo, 2014; Ofoegbu, 2004; Steyn, 2002). Motivation can also be defined as the incentives and disincentives that influence employees’ initial and sustained engagement in their work (Hynds& McDonald, 2010). Thus, motivation is the underlying force for employees’ optimal performance.