Maslow's Hierarchy of Needs is a psychological theory that categorizes human needs into a pyramid structure. At the base are physiological needs (food, water, shelter), followed by safety needs (security, stability), then belongingness and love needs (friendship, intimacy), esteem needs (self-respect, recognition), and finally, self-actualization needs (achieving one's full potential). The theory posits that individuals are motivated to satisfy these needs sequentially. For example, an employee struggling to meet their basic physiological needs will likely not be motivated by opportunities for professional development until their fundamental needs are met.

Herzberg's Two-Factor Theory, also known as the Motivation-Hygiene Theory, suggests that job satisfaction and job dissatisfaction are not on a single continuum. Hygiene factors, when absent or inadequate, lead to dissatisfaction, but their presence does not necessarily lead to satisfaction or motivation. These include company policies, supervision, salary, interpersonal relations, and working conditions. Motivators, on the other hand, are intrinsic to the job itself and lead to satisfaction and motivation. These include achievement, recognition, the work itself, responsibility, advancement, and growth. To truly motivate employees, organizations must focus on providing opportunities for these intrinsic rewards.

David McClelland's Acquired Needs Theory, also known as the Three Needs Theory, suggests that individuals are motivated by three primary needs: the need for achievement (nAch), the need for affiliation (nAff), and the need for power (nPow). These needs are not innate but are learned and acquired through life experiences and cultural influences. People with a high need for achievement are driven by challenging tasks and clear feedback. Those with a high need for affiliation seek positive relationships and social interaction. Individuals with a high need for power desire to influence or control others and enjoy being in charge. Understanding an employee's dominant need can help tailor motivational strategies.

Goal-Setting Theory, developed by Edwin Locke, posits that specific and challenging goals, along with appropriate feedback, contribute to higher levels of performance. Goals should be SMART (Specific, Measurable, Achievable, Relevant, Time-bound). When individuals commit to these goals and receive feedback on their progress, they are more likely to exert effort, persist in the face of obstacles, and develop strategies to achieve them. This theory highlights the importance of clear objectives and performance monitoring in driving motivation.