Motivational Theories and Their Applications in Internet Retailer Company Motivational theories deal with the reasons behind the individuals' action in the course of their working activity, as well as with the tools that may be used by management while dealing with workforce. In this article, 2 motivational theories will be discussed: that by A. Maslow (the human needs hierarchy theory) and the one by C. P. Alderfer (an ERG theory). The motivational theory presented by Maslow (1954/1987) is based on the hierarchy of needs idea, with some needs' categories taking precedence over the others due to their higher relevance to human beings. According to Maslow, 5 levels of human needs exist, with physiological (food, air, rest, sex), safety (security, freedom from threat), social (affection, love), esteem (recognition, status), and self-actualization (personal growth, self-fulfillment) needs constituting a model for their progressive growth. As soon as requirements of the lower level of needs are satisfied, humans begin feeling the necessity to satisfy needs connected with the next higher level (Maslow, 1954/1987). Therefore it is possible to influence human behavior by using the desire to satisfy the next level of needs. Maslow’s theory of motivation may be criticized from the point of view of its methodological individualism (as only the behavior of disparate individuals, not the groups to which they belong, is analyzed), its lack of interest to processes of human sub-consciousness, and its unempirical character (assumptions of Maslow’s theory have never been tested in laboratory conditions). Nonetheless, it should be noted that Maslow’s focus on self-esteem as a factor of human motivation and subjective issues unique to each individual allows for ad hoc determination of motivation factors, which is indispensable in modern volatile business and work environment. The second theory of human motivation that is worth mentioning here is the so-called ERG theory introduced by Alderfer (1969). According to Alderfer, 3 levels of human needs that influence behavior of an employee exist: 1. Existence needs; 2. Relatedness needs; and 3) Growth needs (hence ERG). The Existence needs' level encompasses factors covered by Maslow’s physiological and safety needs’ levels, as the needs for personal security, nourishment or sexual intercourse are included there. The needs for personal achievement, recognition within a given social group and/or close relationship with it form the second tier of Alderfer’s motivation level. Finally, the needs for personal growth, self-actualization and/or realization of individual potential are included in the Growth needs category. The main strengths and weaknesses of Alderfer’s theory are rather similar to those of Maslow’s, except that Alderfer explicitly aimed for the coverage of behavior in large organizations (such as private corporations), rather than for definition of factors of individual motivation. Alderfer focused on th ...

1. Motivational Theories and Their Applications in Internet
Retailer Company
Motivational theories deal with the reasons behind the
individuals' action in the course of their working activity, as
well as with the tools that may be used by management while
dealing with workforce. In this article, 2 motivational theories
will be discussed: that by A. Maslow (the human needs
hierarchy theory) and the one by C. P. Alderfer (an ERG
theory).
The motivational theory presented by Maslow (1954/1987) is
based on the hierarchy of needs idea, with some needs'
categories taking precedence over the others due to their higher
relevance to human beings. According to Maslow, 5 levels of
human needs exist, with physiological (food, air, rest, sex),
safety (security, freedom from threat), social (affection, love),
esteem (recognition, status), and self-actualization (personal
growth, self-fulfillment) needs constituting a model for their
progressive growth. As soon as requirements of the lower level
of needs are satisfied, humans begin feeling the necessity to
satisfy needs connected with the next higher level (Maslow,
1954/1987). Therefore it is possible to influence human
behavior by using the desire to satisfy the next level of needs.
Maslow’s theory of motivation may be criticized from the point
of view of its methodological individualism (as only the
behavior of disparate individuals, not the groups to which they
belong, is analyzed), its lack of interest to processes of human
sub-consciousness, and its unempirical character (assumptions
of Maslow’s theory have never been tested in laboratory
conditions). Nonetheless, it should be noted that Maslow’s
focus on self-esteem as a factor of human motivation and
subjective issues unique to each individual allows for ad hoc
determination of motivation factors, which is indispensable in
modern volatile business and work environment.
The second theory of human motivation that is worth

2. mentioning here is the so-called ERG theory introduced by
Alderfer (1969). According to Alderfer, 3 levels of human needs
that influence behavior of an employee exist: 1. Existence
needs; 2. Relatedness needs; and 3) Growth needs (hence ERG).
The Existence needs' level encompasses factors covered by
Maslow’s physiological and safety needs’ levels, as the needs
for personal security, nourishment or sexual intercourse are
included there. The needs for personal achievement, recognition
within a given social group and/or close relationship with it
form the second tier of Alderfer’s motivation level. Finally, the
needs for personal growth, self-actualization and/or realization
of individual potential are included in the Growth needs
category.
The main strengths and weaknesses of Alderfer’s theory are
rather similar to those of Maslow’s, except that Alderfer
explicitly aimed for the coverage of behavior in large
organizations (such as private corporations), rather than for
definition of factors of individual motivation. Alderfer focused
on the importance of growth objective for motivating
employees, noting that the latter will be more inclined to
contributing their creative potential to the organization if
presented with greater growth capacities (Alderfer, 1999).
The application of aforementioned theories to the highly
creative and complex technology workforce necessitates taking
into account specific features of the employees’ motivation. For
instance, in case of website designers, the Maslowian esteem
level of needs may be applied, as the members of this group
often strive for increased social status within the organization.
The introduction of both symbolic and material upgrades
(including separate workplaces) might be necessary in order to
increase their work motivation.
As for the employees marketing the merchandise, the ERG
theory should be applied, as marketing specialists act within a
highly competitive work environment, so that emphasis on
growth potential and correlation between the contribution to the
organization and self-actualization should be emphasized.

3. Finally, the employees of all categories would find their work
motivation enhanced, if the group affiliation sense were
bolstered via holding corporate parties and other festivities,
thus cementing an employee’s identification with the
organization even outside of immediate work process
References
Alderfer, C.P. (1969) "An empirical test of a new theory of
human needs." Organizational Behavior and Human
Performance, 4, 143-175.
Maslow, A. (1987) Motivation and personality. New York:
Harper & Row. (Original work published 1954).
Herzberg’s Theory
Strengths
Ease of Understanding and applicability
Herzberg’s theory is very easily applied to help managers in
motivational problems (Hazer, 1976).
1
Herzberg’s Theory
Weaknesses
Method Bound
No Satisfaction measure

4. This theory is bound by results that caused by method variances
(Hazer, 1976). This theory also has been criticized because it
lacks any measures of satisfaction and has no data on reliability
or validity (Hazer, 1976).
2
Herzberg’s Theory
Applying this theory to complex technology workforces
Split Continua
Motivators – Satisfiers
Hygienes - Dissatisfiers
This theory bases motivation on satisfaction and dissatisfaction
being a split continua, where motivators impact the satisfaction
continua and hygienes affect dissatisfaction (Hazer, 1976).
3
References
Hazer, J. T. (1976). Job Satisfaction: A Possible Integration Of
Two Theories. Training & Development Journal, 30(7), 12.
Utilize these two links as well.
http://www.leadership-central.com/motivation-
theories.html#ixzz3dBUwHaRt
http://smallbusiness.chron.com/key-elements-leadership-
motivational-

5. Ten tips for questionnaires on employee motivation
1. What is the 'primary aim' of your company?
Your employees may be more motivated if they understand the
primary aim of your business. Ask questions to establish how
clear they are about your company's principles, priorities and
mission.
2. What obstacles stop employees performing to best effect?
Questionnaires on employee motivation should include
questions about what employees are tolerating in their work and
home lives. The company can eliminate practices that zap
motivation.
3. What really motivates your staff?
It is often assumed that all people are motivated by the same
things. Actually we are motivated by a whole range of factors.
Include questions to elicit what really motivates employees,
including learning about their values. Are they motivated by
financial rewards, status, praise and acknowledgment,
competition, job security, public recognition, fear,
perfectionism, results...
4. Do employees feel empowered?
Do your employees feel they have job descriptions that give
them some autonomy and allow them to find their own solutions
or are they given a list of tasks to perform and simply told what
to do?
5. Are there any recent changes in the company that might have
affected motivation?
If your company has made redundancies, imposed a recruitment
freeze or lost a number of key people this will have an effect on
motivation. Collect information from employees about their
fears, thoughts and concerns relating to these events. Even if
they are unfounded, treat them with respect and honesty.
6. What are the patterns of motivation in your company?
Who is most motivated and why? What lessons can you learn
from patches of high and low motivation in your company?

6. 7. Are employee goals and company goals aligned?
First, the company needs to establish how it wants individuals
to spend their time based on what is most valuable. Secondly
this needs to be compared with how individuals actually spend
their time. You may find employees are highly motivated but
about the "wrong" priorities.
8. How do employees feel about the company?
Do they feel safe, loyal, valued and taken care of? Or do they
feel taken advantage of, dispensable and invisible? Ask them
what would improve their loyalty and commitment.
9. How involved are employees in company development?
Do they feel listened to and heard? Are they consulted? And, if
they are consulted, are their opinions taken seriously? Are there
regular opportunities for them to give feedback?
10. Is the company's internal image consistent with its external
one?
Your company may present itself to the world as the 'caring
airline', 'the forward thinking technology company' or the
'family hotel chain'. Your employees would have been
influenced, and their expectations set, to this image when they
joined your company. If you do not mirror this image within
your company in the way you treat employees you may notice
motivation problems. Find out what the disparity is between the
employees image of the company from the outside and from the
inside.