Maslow's Hierarchy Of Needs Theory

2.1 Motivation - Maslow’s Hierarchy of Needs Theory As shown in the diagram, Maslow’s Hierarchy consists of 5 levels which are separate into higher and lower levels. Physiological and safety needs are consider as lower-order needs ; social, esteem and self-actualization are consider as higher-order needs. Physiological needs are food, drink, shelter, sex and other physical requirements. If the physiological needs are relatively well gratified, there then emerges a new set of needs, which we may categorize roughly as the safety needs. Safety needs are security and protection from physical and emotional harm. Besides, the higher-order needs which are social needs are affection, belongingness, acceptance and friendship. Esteem needs are separate
to internal esteem needs and external esteem needs. Example of internal esteem needs is self-respect and achievement while external esteem needs is status and recognition. Lastly, self-actualization needs are achieving one’s potential and self-fulfillment, “be all you can be”.
2.2 Motivation - Frederick Herzberg’s Two Factor Theory Frederick Herzberg’s two factor theory proposed that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction. Herzberg wanted to know when people felt exceptionally good (satisfied) or bad (dissatisfied) about their jobs. Certain characteristics are consistently related to the job satisfaction which is motivation factors and job dissatisfaction which is hygiene factors. When workers felt satisfied about their work, they tended to cite intrinsic factors arising from the job itself such as promotion opportunities, recognition, responsibility, and achievement; while when they felt dissatisfied, they tended to cite extrinsic factors arising from the job context such as quality of supervision, pay, company policy, working conditions, and job security. When the hygiene factors had been adequate, the workers would not be dissatisfied, but they also would not be motivated. Hence, in order to motivate the workers, use the motivators.
2.3 Motivation – McGregor’s Theory X and Theory Y Theory X and Theory Y was an idea devised by Douglas McGregor in his 1960 book “The Human Side of Enterprise”. It encapsulated a fundamental distinction between management styles and has formed the basis for much subsequent writing on the subject. Theory X means that a negative view of managers that assumes the workers have little ambition, dislike work, want to avoid their responnsibility, and need to be closely controlled to work effectively. Theory Y means that the managers have a positive view that assumes their workers enjoy work, seek out and accept responsibility, and exercise self-direction in the achievement of organisational objectives to the degree that they are committed to those objectives.
2.4 Motivation – McClelland’s Three-Needs Theory The Three-Needs Theory proposed by David McClelland is a model that attempts to explicate the how this theory affect the actions of people from a managerial circumstance.
The theory says three acquired needs are major motives in work, that is need for achievement, need for power, and need for affiliation. The acheivers prefer to work in which the results are based on their effort, and prefer to get the feedback on their work. They tend to avoid the high risk activities that have a chance of failure and the low risk activities where there is no chance of gain. The high power seekers will want to control other people for their own goals and enjoy the work recognition, competition, and winning arguments. The affiliation seekers desire for harmonious and close interpersonal relationships with pther people. They prefer to spend their time to create and maintain social relationships rather than achieve the goals. The best managers tend to be high in need for power and low in need for
affiliation.
2.5 Motivation - Pay-for-Performance
Pay-for-performance programs are variable compensation plans that pay employees on the basis of some performance measure such as piece-rate pay plans, wage incentive plans, profit-sharing and lump-sum bonuses.
The salary paid relating how well the employee works. Many employers use this program for evaluating the employees and for setting their salaries. Pay-for-performance is probably most compatible with expectancy theory. Individuals will perceive a strong relationship between their performance and the rewards they receive for motivation to be maximized. This is a popular programs and can motivate the employees to finished their jobs on time and perform
better.