Several motivational theories state that employee performance and satisfaction is based on how well the company meets the needs of the employee. There are four major theories in the needs-based category: Abraham Maslow’s hierarchy of needs, Frederick Herzberg’s dual factor theory, Clayton Alderfer’s existence-relatedness-growth (ERG) theory, and David McClelland’s acquired needs theory. Show Learning Outcomes
Abraham Maslow, one of the most prominent psychologists of the twentieth century, created a hierarchy of needs, illustrated by a pyramid representing how human needs are ranked. Maslow’s theory is based on the premise that human beings are motivated by needs ranked in order hierarchically. Some of these needs are simply essential to all human beings. When a basic need is satisfied, we begin to seek higher-order needs.  Figure 1. Maslow’s hierarchy of needs is illustrated here. In some versions of the pyramid, cognitive and aesthetic needs are also included between esteem and self-actualization. Others include another tier at the top of the pyramid for self-transcendence. The first essential motivational needs, according to Maslow, are our physiological needs, such as air, food, and water. Once our physiological needs are satisfied, we become concerned about safety, which includes our own physical safety and security, as well as our employment security. The next need to fill is social: our need to bond with other human beings. The need for love, friendship, and family is considered to be a fundamental human motivation. When we have achieved a sense of belonging, our need for esteem—the desire to be respected by one’s peers, feel important, and be appreciated—becomes more salient. The highest level of the hierarchy is the need for self-actualization, which refers to “becoming all you are capable of becoming.” People can fulfill this need by learning new skills, taking on new challenges, and taking action to pursue their life goals. Two-Factor TheoryWhen studying motivation, Frederick Herzberg started by asking employees what was satisfying and dissatisfying on the job. Herzberg found that certain factors just had to be met and did not raise satisfaction. However, if these factors, called hygiene factors, were not met, it led to strong dissatisfaction. The hygiene factors causing dissatisfaction were part of the context in which the job was performed. Company policies, supervision, working conditions, salary, safety, and security on the job are some examples of hygiene factors. For example, you may not link your satisfaction to your office having good lighting, but you would be very dissatisfied if the lighting was too poor to read. Motivators are the factors that employees need in order to give higher levels of effort. According to Herzberg, the strongest motivators are interesting work, responsibility, achievement, recognition, growth, and advancement. ERG TheoryClayton Alderfer modified Maslow’s hierarchy of needs into three categories: existence, relatedness, and growth (ERG). The figure below illustrates how the ERG needs correspond to Maslow’s five levels. Existence corresponds to psychological and safety needs; relatedness corresponds to social and self-esteem needs; and growth corresponds to self-actualization needs. The ERG theory does not force the order of needs fulfillment, and it supports the pursuit of different levels simultaneously. As a manager, you may notice some people regressing, which shows up when they continue to put effort into lower-level needs rather than pursuing the higher-level needs. The theory suggests that managers will need to help regressing employees see the importance of their pursuit of higher needs to their personal growth. This is referred to as the frustration-regression principle. Clayton Alderfer’s ERG theory modifies Abraham Maslow’s hierarchy of needs theory Acquired Needs TheorySome studies have found that David McClelland’s acquired needs theory can predict success in management. The need for achievement, affiliation, and power all operate in combination and are the result of a person’s life experiences. People who have a strong need to be successful have a high need for achievement. A high need for achievement results in a high level of satisfaction when that person completes projects on time, closes sales with prospects, or drives new and innovative ideas. Jobs that have very explicit goals to be reached are ideal for individuals who have a high need for achievement. Feedback must be regularly available and easy to understand, as they need feedback to determine their next steps in pursuit of the goal. However, a high need for achievement can be problematic as a person is promoted into management. Instead of relentlessly pursuing his or her own goals, this manager must now get the work done by motivating others. It is not uncommon for a manager with a high need for achievement to view coaching and meeting with subordinates as unnecessary. This type of manager will need to resist micromanaging or trying to do the work himself. People with a high need for affiliation value building relationships. The affiliation-driven employee will be effective in team settings, a strong collaborator, and eager to work with new people. Managers with a high need for affiliation may find it difficult to deliver unpleasant news and critical feedback. The affiliation-driven manager will need to see the value of providing feedback that will help poor-performing subordinates improve. People with a high need for power are motivated to influence others and control their environment. Their focus is on the larger strategy, the “big picture.” The need for power can be positive in improving the way work is done, negotiating for more resources for a department, or gaining more responsibility for a team. The need for power can be a negative for the firm when it means beating someone else. Of the three acquired needs, the need for power is strongly correlated with effectiveness in managerial and leadership positions. As a manager, you will be wise to understand employees’ different needs and how that will translate into motivation. Clearly defined goals, timelines, and feedback will be attractive to those with a high need for achievement. Providing and encouraging acknowledgment of good work will motivate people with a high need for affiliation. Employees with a high need for power will be looking for opportunities with more influence and decision making. Check Your UnderstandingAnswer the question(s) below to see how well you understand the topics covered in the previous section. This short quiz does not count toward your grade in the class, and you can retake it an unlimited number of times. Use this quiz to check your understanding and decide whether to (1) study the previous section further or (2) move on to the next section.
Abraham Maslow's hierarchy of needs is one of the best-known theories of motivation. Maslow's theory states that our actions are motivated by certain physiological and psychological needs that progress from basic to complex. Abraham Maslow first introduced the concept of a hierarchy of needs in his 1943 paper, titled "A Theory of Human Motivation," and again in his subsequent book, "Motivation and Personality." This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other, more advanced needs. While some of the existing schools of thought at the time—such as psychoanalysis and behaviorism—tended to focus on problematic behaviors, Maslow was more interested in learning about what makes people happy and what they do to achieve that aim. As a humanist, Maslow believed that people have an inborn desire to be self-actualized, that is, to be all they can be. To achieve this ultimate goal, however, a number of more basic needs must be met. This includes the need for food, safety, love, and self-esteem. Maslow believed that these needs are similar to instincts and play a major role in motivating behavior. There are five different levels of Maslow’s hierarchy of needs, starting at the lowest level known as physiological needs.
This video has been medically reviewed by David Susman, PhD. The physiological needs include those that are vital to survival. Some examples of physiological needs include:
In addition to the basic requirements of nutrition, air, and temperature regulation, physiological needs also include shelter and clothing. Maslow included sexual reproduction in this level of the hierarchy as well, since it is essential to the survival and propagation of the species. At the second level of Maslow’s hierarchy, the needs start to become a bit more complex. At this level, the needs for security and safety become primary. People want control and order in their lives. Some of the basic security and safety needs include:
Finding a job, obtaining health insurance and health care, contributing money to a savings account, and moving to a safer neighborhood are all examples of actions motivated by security and safety needs.
Together, the safety and physiological levels of Maslow's hierarchy of needs make up what is often referred to as "basic needs." The social needs in Maslow’s hierarchy include love, acceptance, and belonging. At this level, the need for emotional relationships drives human behavior. Some of the things that satisfy this need include:
In order to avoid loneliness, depression, and anxiety, it is important for people to feel loved and accepted by others. Personal relationships with friends, family, and lovers play an important role, as does involvement in groups—such as religious groups, sports teams, book clubs, and other group activities. At the fourth level in Maslow’s hierarchy is the need for appreciation and respect. Once the needs at the bottom three levels have been satisfied, the esteem needs begin to play a more prominent role in motivating behavior. At this level, it becomes increasingly important to gain the respect and appreciation of others. People have a need to accomplish things, then have their efforts recognized. In addition to the need for feelings of accomplishment and prestige, esteem needs include such things as self-esteem and personal worth. People need to sense that they are valued by others and feel that they are making a contribution to the world. Participation in professional activities, academic accomplishments, athletic or team participation, and personal hobbies can all play a role in fulfilling the esteem needs. People who are able to satisfy esteem needs by achieving good self-esteem and the recognition of others tend to feel confident in their abilities. Conversely, those who lack self-esteem and the respect of others can develop feelings of inferiority.
Together, the esteem and social levels make up what is known as the "psychological needs" of the hierarchy. At the very peak of Maslow’s hierarchy are the self-actualization needs. Self-actualizing people are self-aware, concerned with personal growth, less concerned with the opinions of others, and interested in fulfilling their potential. "What a man can be, he must be," Maslow explained, referring to the need people have to achieve their full potential as human beings. Maslow’s said of self-actualization: "It may be loosely described as the full use and exploitation of talents, capabilities, potentialities, etc. Such people seem to be fulfilling themselves and to be doing the best that they are capable of doing. They are people who have developed or are developing to the full stature of which they capable."
Hosted by Editor-in-Chief and therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast, featuring best-selling author Dave Hollis, shares how to create your best life. Click below to listen now.
Follow Now: Apple Podcasts / Spotify / Google Podcasts Maslow's hierarchy of needs is often displayed as a pyramid. The lowest levels of the pyramid of needs are made up of the most basic needs while the most complex needs are at the top. Once lower-level needs have been met, people can move on to the next level of needs. As people progress up the pyramid, needs become increasingly psychological and social. At the top of the pyramid, the need for personal esteem and feelings of accomplishment take priority. Like Carl Rogers, Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person in order to achieve individual potential. Maslow's hierarchy of needs can be separated into two types of needs: deficiency needs and growth needs.
While the theory is generally portrayed as a fairly rigid hierarchy, Maslow noted that the order in which these needs are fulfilled does not always follow this standard progression. For example, he noted that for some individuals, the need for self-esteem is more important than the need for love. For others, the need for creative fulfillment may supersede even the most basic needs. Maslow's theory has become wildly popular both in and out of psychology. The fields of education and business have been particularly influenced by the theory. But Maslow's concept has not been without criticism. Chief among the long-held objections are:
Some of the more recent critiques suggest that Maslow was inspired by the belief systems of the Blackfoot nation, but neglected to acknowledge this. Maslow's studied the Northern Blackfoot tribe as an anthropologist. However, this foundational basis disappeared over time, causing him to misuse the concepts he was originally there to assess. Regardless of these criticisms, Maslow’s hierarchy of needs represented part of an important shift in psychology. Rather than focusing on abnormal behavior and development, Maslow's humanistic psychology was focused on the development of healthy individuals. There has been relatively little research supporting Maslow's theory, yet the hierarchy of needs is well-known and popular both in and out of psychology. And in a study published in 2011, researchers from the University of Illinois set out to put this hierarchy to the test. What they discovered is that, while the fulfillment of the needs was strongly correlated with happiness, people from cultures all over the world reported that self-actualization and social needs were important even when many of the most basic needs were unfulfilled. Such results suggest that while these needs can be powerful motivators of human behavior, they do not necessarily take the hierarchical form that Maslow described. In 1970, Maslow built upon his original hierarchy to include three additional needs at the top of his pyramid, for a total of eight:
Whether you accept Maslow's hierarchy of needs or not, his theory shines a light on the many needs we have as human beings. And even if we don't all place these needs in the same order, keeping them in mind when interacting with others can help make our interactions more caring and respectful. Frequently Asked Questions
|
Which of the following needs in Maslows hierarchy refers to the drive to become what one is capable of becoming group of answer choices?
zusammenhängende Posts
Urheberrechte © © 2024 wiewird Inc.
