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MOTIVATION
Maslow's hierarchy of needs
Maslow's hierarchy of needs is often portrayed in the shape of a pyramid with the largest, most
fundamental levels of needs at the bottom and the need for self fulfillment at the top.
While the pyramid has become the de facto way to represent the hierarchy, Maslow himself
never used a pyramid to describe these levels in any of his writings on the subject.
The most fundamental and basic four layers of the pyramid contain what Maslow called
"deficiency needs" or "d-needs": esteem, friendship and love, security, and physical needs.
If these "deficiency needs" are not met – with the exception of the most fundamental
(physiological) need – there may not be a physical indication, but the individual will feel anxious
and tense.
Maslow's theory suggests that the most basic level of needs must be met before the individual
will strongly desire (or focus motivation upon) the secondary or higher level needs.
Maslow also coined the term “METAMOTIVATIO” to describe the motivation of people who go
beyond the scope of the basic needs and strive for constant betterment.
The human mind and brain are complex and have parallel processes running at the same time,
thus many different motivations from various levels of Maslow's hierarchy can occur at the
same time.
Maslow spoke clearly about these levels and their satisfaction in terms such as "relative,"
"general," and "primarily." Instead of stating that the individual focuses on a certain need at
any given time.
Physiological needs
Physiological needs are the physical requirements for human survival. If these requirements are
not met, the human body cannot function properly, and will ultimately fail. Physiological needs
are thought to be the most important; they should be met first.
Air, water, and food requirements for survival in all animals, including humans. Clothing and
shelter provide necessary protection from the elements.
Safety needs
With their physical needs relatively satisfied, the individual's safety needs take precedence and
dominate behavior
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2. O&A BUSIESS STUDIES USMAN ARIF
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Safety and Security needs include:
Personal security
Financial security
Health and well-being
Safety net against accidents/illness and their adverse impacts
Love and belonging
After physiological and safety needs are fulfilled, the third level of human needs is interpersonal
and involves feelings of belongingness.
such as:
Friendship
Family
According to Maslow, humans need to feel a sense of belonging and acceptance among their
social groups, regardless if these groups are large or small. For example, some large social
groups may include clubs, co-workers, religious groups, professional organizations, sports
teams, and gangs.
Esteem
All humans have a need to feel respected; this includes the need to have self-esteem and self-
respect. Esteem presents the typical human desire to be accepted and valued by others. People
often engage in a profession or hobby to gain recognition. These activities give the person a
sense of contribution or value. People with low self-esteem often need respect from others;
they may feel the need to seek fame or glory. However, fame or glory will not help the person
to build their self-esteem until they accept who they are internally..
Most people have a need for stable self-respect and self-esteem. Maslow noted two versions of
esteem needs: a "lower" version and a "higher" version. The "lower" version of esteem is the
need for respect from others. This may include a need for status, recognition, fame, prestige,
and attention. The "higher" version manifests itself as the need for self-respect. For example,
the person may have a need for strength, competence, mastery, Self-confidence,
independence, and freedom. This "higher" version takes precedence over the "lower" version
because it relies on an inner competence established through experience. Deprivation of these
needs may lead to an inferiority complex, weakness, and helplessness.
Self-actualization
"What a man can be, he must be."This quotation forms the basis of the perceived need for
self-actualization. This level of need refers to what a person's full potential is and the realization
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of that potential. Maslow describes this level as the desire to accomplish everything that one
can, to become the most that one can be.
Herzberg's motivation
The Two-factor theory (also known as Herzberg's motivation-hygiene theory and Dual-Factor
Theory) states that there are certain factors in the work place that cause job satisfaction while
a separate set of factors cause dissatisfaction.
Herzberg concludes that certain factors in the workplace result in job satisfaction, but if absent,
they don't lead to dissatisfaction but no satisfaction. The factors that motivate people can
change over their lifetime, but "respect for me as a person" is one of the top motivating factors
at any stage of life.
He distinguished between:
Motivators; (e.g. challenging work, recognition, responsibility) which give positive
satisfaction, and
Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not
motivate if present, but, if absent, result in demotivation.
The name Hygiene factors is used because, like hygiene, the presence will not make you
healthier, but absence can cause health deterioration.
The theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual Structure
Theory."
Herzberg's theory has found application in such occupational fields as information systems and
in studies of user satisfactio
Elton Mayo
Mayo is known as the founder of the “HUMAN RELATION THOUGHTS”.
The research he conducted under the Hawthorne Studies of the 1930s showed the importance
of groups in affecting the behavior of individuals at work. Mayo's employees, Roethlisberger
and Dickson, conducted the practical experiments. This enabled him to make certain
deductions about how managers should behave. He carried out a number of investigations to
look at ways of improving productivity, for example changing lighting conditions in the
workplace. What he found however was that work satisfaction depended to a large extent on
the informal social pattern of the work group. Where norms of cooperation and higher output
were established because of a feeling of importance, physical conditions or financial incentives
had little motivational value.
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People will form work groups and this can be used by management to benefit the organization.
He concluded that people's work performance is dependent on both social issues and job
content. He suggested a tension between workers' 'logic of sentiment' and managers' 'logic of
cost and efficiency' which could lead to conflict within organizations.
Disagreement regarding his employees' procedure while conducting the studies:
The members of the groups whose behavior has been studied were allowed to choose
themselves.
Two women have been replaced since they were chatting during their work. They were
later identified as members of a leftist movement.
One Italian member was working above average since she had to care for her family
alone. Thus she affected the group's performance in an above average way.
Summary of Mayo's Beliefs:
Individual workers cannot be treated in isolation, but must be seen as members of a
group.
Monetary incentives and good working conditions are less important to the individual
than the need to belong to a group.
Informal or unofficial groups formed at work have a strong influence on the behavior of
those workers in a group.
Managers must be aware of these 'social needs' and cater for them to ensure that
employees collaborate with the official organization rather than work against it.
Mayo's simple instructions to industrial interviewers set a template and remain
influential to this day:
A. The simple rules of interviewing:
1. Give your full attention to the person interviewed, and make it evident that you are doing so.
2. Listen - don't talk.
3. Never argue; never give advice.
4. Listen to: what he wants to say; what he does not want to say; what he can not say without
help.
5. As you listen, plot out tentatively and for subsequent correction the pattern that is being set
before you. To test, summarize what has been said and present for comment. Always do this
with caution - that is, clarify but don't add or twist.
Theory X & Y
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