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A Practical Introduction
Third Edition
Angelo Kinicki &
Brian K. Williams
WHAT IS MOTIVATION?
Sense of Status
Gifts Achievement
5. Self-
actualization needs 5. Self-
Offer adequate actualization
ventilation, heat, water, needs
base pay 4. Esteem Needs
3. Belongingness Needs
2. Safety Needs
1. Physiological Needs
5. Self-
actualization
Offer safe working
needs conditions, job security,
4. Esteem Needs
health and retirement
benefits
3. Belongingness Needs
2. Safety Needs
1. Physiological Needs
4. Esteem Needs
3. Belongingness Needs
2. Safety Needs
1. Physiological Needs
5. Self-
actualization
needs
4. Esteem Needs
3. Belongingness Needs
2. Safety Needs
1. Physiological Needs
Offer training,
creativity, promotions,
employee control over 5. Self-
jobs actualization needs
5. Self-
actualization
needs
4. Esteem Needs
3. Belongingness Needs
2. Safety Needs
1. Physiological Needs
Unsatisfied
Self-
Actualization
Esteem Needs
Social Needs
(Belongingness)
Safety Needs Satisfied
Physiological Needs
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
16
Chapter 12: Motivating Employees
A) psychological needs
B) esteem needs
C) self-actualization needs
D) safety needs
A) belongingness needs
B) esteem needs
C) self-actualization needs
D) safety needs
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
18
12.2 Content Perspectives
On Employee Motivation
2. David McClelland proposed the acquired needs theory
which argues that three needs (achievement, power, and
affiliation) are major motivators in the workplace
The three needs are associated with different sets of work
preferences
People with a high need for achievement excel in technical
fields that require creativity and individual skills
People who have a high need for power will do well in jobs
where they can control others and be publicly applauded for
their accomplishments
People with a high need for affiliation prefer work where
personal relationships and social approval are important
Power
Achievement Affiliation
Figure 12.4:
Hertzberg’s Two-
Factor Theory:
Satisfaction Versus
Dissatisfaction
Maslow Herzberg
5. Self- McClelland
actualization needs
Self-actualization Achievement
Higher Motivating factors
level Esteem Power
needs
Belongingness Affiliation
Safety
Lower
level Hygiene factors
needs Physiological
A) working conditions
B) company policy
C) responsibility
D) supervisors
IS A REWARD ENOUGH?
Job Design