NEED-BASED PERSPECTIVES ON

MOTIVATION
Assume that humans are motivated primarily by need
deficiencies



Three Basic Theories:
Hierarchy of Needs (Abraham
Maslow)
ERG Theory (Calyton Alderfer)
Dual Structure Theory
(Frederick Herzberg)

1. THE HIERARCHY OF NEEDS
Assumptions:
human needs are arranged in a
hierarchy of importance.
Human beings are wanting
animals has innate desire of
satisfaction
Lower order needs must be
satisfied before higher level
needs are activated.


2012 South-Western, a part of Cengage Learning 42
Basic (or deficiency)
needs
Physiological
Security
Belongingness
Growth needs
Esteem
Self-actualization
Abraham Maslow
THE HIERARCHY OF NEEDS
1. THE HIERARCHY OF NEEDS
2012 South-Western, a part of Cengage Learning 44
Abraham Maslow
Deficiency (lower order) needs
Physiological Needs: water, air, food,
sleep
Safety Needs: security, freedom from
environmental threat
Social and love needs: group affiliation,
physical love


Growth (higher order) needs
Esteem needs: self-respect and respect
from others
Self-actualization needs: self-
fulfillment and personal development
leading to ones full potential
1. THE HIERARCHY OF NEEDS
Abraham Maslow
2. ERG THEORY
Clayton Alderfer
(E), xistence
(R) elatedness
(G) rowth
Assumptions:
More than one need may
motivate a person at the same
time
Agrees and disagrees with
Maslows theory
ERG THEORY
Clayton Alderfer Abraham Maslow
HIERARCHY OF NEEDS
Suggests that MORE THAN
ONE kind of need may
motivate a person at the
same time

FRUSTRATION-REGRESSION
Suggests that a person who
is FRUSTRATED trying to
satisfy his higher level of
needs eventually will
regress to the preceding
level




Needs are arranged accdg
to hierarchy of importance,
thus one must satisfy the
foundation first before
proceeding to the next

Assumes individual remains
at the next level until the
needs at that level are
satisfied
SATISFACTION-PROGRESSION
Suggests that after satisfying one category
of needs, a person progresses to next

3. THE DUAL STRUCTURE THEORY
2012 South-Western, a part of Cengage Learning 48
Frederick Herzberg
LOW PAY
DISSATISFIED
SATISFIED
RECOGNITION OF
ACHIEVEMENT
HIGH PAY
IRRELEVANT
3. THE DUAL STRUCTURE THEORY
Assumes that motivation, as a
construct, has two separate
dimensions:

2012 South-Western, a part of Cengage Learning 49
Frederick Herzberg
Assumes motivation occurs
through job enrichment once
hygiene factors are addressed
Motivating
Factors
(satisfiers)
Hygiene
Factors
(disatisfiers)
Dual Structure theory
Motivators (satisfiers)
Motivate and satisfy workers in the job context (intrinsic)
Are associated with higher order needs
Achievement, recognition, advancement, responsibility, work
itself, and personal growth possibilities
Hygiene factors (dissatisfiers)
Can only prevent dissatisfaction with job content (extrinsic)
Are associated with lower order needs
Pay, job status, job security, working conditions, and quality of
leadership
Create dissatisfaction if absent in the workplace
Examples of Motivator and Hygiene Factors
M M o o t t i i v v a a t t o o r r F F a a c c t t o o r r s s
( ( S S o o u u r r c c e e s s o o f f J J o o b b S S a a t t i i s s f f a a c c t t i i o o n n
a a n n d d M M o o t t i i v v a a t t i i o o n n ) )
H H y y g g i i e e n n e e F F a a c c t t o o r r s s
( ( S S o o u u r r c c e e s s o o f f J J o o b b D D i i s s s s a a t t i i s s f f a a c c t t i i o o n n ; ;
N N e e u u t t r r a a l l t t o o M M o o t t i i v v a a t t i i o o n n ) )
C C h h a a l l l l e e n n g g e e o o f f t t h h e e w w o o r r k k i i t t s s e e l l f f P P h h y y s s i i c c a a l l w w o o r r k k i i n n g g c c o o n n d d i i t t i i o o n n s s
R R e e s s p p o o n n s s i i b b i i l l i i t t y y C C o o m m p p a a n n y y p p o o l l i i c c i i e e s s
R R e e c c o o g g n n i i t t i i o o n n Q Q u u a a l l i i t t y y o o f f s s u u p p e e r r v v i i s s i i o o n n
A A c c h h i i e e v v e e m m e e n n t t C C o o w w o o r r k k e e r r r r e e l l a a t t i i o o n n s s h h i i p p s s
J J o o b b a a d d v v a a n n c c e e m m e e n n t t a a n n d d p p r r o o f f e e s s s s i i o o n n a a l l g g r r o o w w t t h h S S a a l l a a r r y y
S S t t a a t t u u s s
J J o o b b s s e e c c u u r r i i t t y y
Evaluation (Positives)
Contributed to understanding that money is not always the
primary motivator.
Spurred interest in designing intrinsically satisfying jobs.
Evaluation (Negatives)
De-emphasis of individual differences.
Overlooks the importance of hygiene factors (e.g., benefits)
in attracting and retaining workers.
Does not account for workers who are uninterested in
motivators as an opportunity for growth and advancement.
Criticisms:
May be both method and culture bound
Fails to account for individual differences
Factors (e.g., pay) may affect both dimensions