Explanations Proposes that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any perceived inequities. Focuses on how external factors or reinforcements can be used to increase or decrease specific behaviours. Proposes that individuals have a hierarchy of needs, ranging from basic (physiological) to self-actualization needs. Managers can use this theory to ensure that the basic needs of employees are met (like fair pay) before expecting higher-order motivations (like achieving their full potential). Suggests that individuals are motivated when they expect that their efforts will lead to a desired outcome. Indicates that clear, specific, and challenging goals can lead to higher motivation and performance. Focuses on three primary needs: the need for achievement, the need for power, and the need for affiliation. Distinguishes between 'hygiene factors' (e.g., salary, job security) that can demotivate if not present, and 'motivators' (e.g., achievement, recognition) that boost motivation when enhanced