How Do You Know Your Manager Utilizes the Acquired Needs Theory

fourteen.3 Need-Based Theories of Motivation

Learning Objectives

1. Explain how employees are motivated according to Maslow's hierarchy of needs.
2. Explicate how ERG theory addresses the limitations of Maslow's hierarchy.
3. Describe the departure betwixt factors contributing to employee motivation and how these differ from factors contributing to dissatisfaction.
4. Describe the needs for achievement, power, and affiliation, and how these needs affect work behavior.

The earliest respond to motivation involved agreement private needs. Specifically, early researchers thought that employees endeavour difficult and demonstrate goal-driven beliefs to satisfy needs. For example, an employee who is always walking around the office talking to people may have a need for companionship and his beliefs may be a fashion of satisfying this need. There are four major theories in the need-based category: Maslow's hierarchy of needs, ERG theory, Herzberg's dual factor theory, and McClelland's acquired needs theory.

Maslow's Hierarchy of Needs

Abraham Maslow is among the most prominent psychologists of the 20th century and the bureaucracy of needs, accompanied by the pyramid representing how homo needs are ranked, is an image familiar to almost business students and managers. Maslow's theory is based on a simple premise: Human beings have needs that are hierarchically ranked (Maslow, 1943; Maslow, 1954). There are some needs that are basic to all human beings, and in their absence, nix else matters. As nosotros satisfy these basic needs, we get-go looking to satisfy higher-guild needs. In one case a lower-level need is satisfied, it no longer serves as a motivator.

The most basic of Maslow's needs are physiological needs. Physiological needs refer to the need for air, food, and water. Imagine beingness very hungry. At that point, all your beliefs may be directed at finding food. Once y'all consume, though, the search for nutrient ceases and the promise of nutrient no longer serves as a motivator. One time physiological needs are satisfied, people tend to become concerned about safety. Are they safe from danger, hurting, or an uncertain future? One level up, social needs refer to the need to bond with other homo beings, to exist loved, and to form lasting attachments. In fact, having no attachments tin can negatively affect wellness and well-existence (Baumeister & Leary, 1995). The satisfaction of social needs makes esteem needs more than salient. Esteem needs refer to the desire to be respected by ane'south peers, feeling important, and being appreciated. Finally, at the highest level of the hierarchy, the demand for self-actualization refers to "becoming all you lot are capable of becoming." This demand manifests itself past acquiring new skills, taking on new challenges, and behaving in a mode that volition lead to the satisfaction of one's life goals.

Figure 14.v Maslow's Hierarchy of Needs

Source: Adjusted from Maslow, A. H. (1954). Motivation and personality. New York: Harper.

Maslow's hierarchy is a systematic way of thinking almost the different needs employees may have at any given point and explains different reactions they may have to like handling. An employee who is trying to satisfy her esteem needs may feel gratified when her supervisor praises her. Even so, another employee who is trying to satisfy his social needs may resent being praised by upper direction in front of peers if the praise sets him autonomously from the residual of the group.

So, how can organizations satisfy their employees' diverse needs? By leveraging the various facets of the planning-organizing-leading-controlling (P-O-Fifty-C) functions. In the long run, physiological needs may be satisfied past the person'south paycheck, but it is important to recollect that pay may satisfy other needs such as safety and esteem as well. Providing generous benefits, including health insurance and company-sponsored retirement plans, every bit well as offering a measure of job security, will help satisfy safety needs. Social needs may exist satisfied by having a friendly surroundings, providing a workplace conducive to collaboration and communication with others. Company picnics and other social become-togethers may also be helpful if the majority of employees are motivated primarily by social needs (simply may crusade resentment if they are not and if they have to sacrifice a Lord's day afternoon for a visitor picnic). Providing promotion opportunities at work, recognizing a person's accomplishments verbally or through more formal advantage systems, task titles that communicate to the employee that ane has achieved high status within the organization are amid the ways of satisfying esteem needs. Finally, self-appearing needs may be satisfied by providing development and growth opportunities on or off the job, as well as by assigning interesting and challenging work. By making the effort to satisfy the different needs each employee may have at a given fourth dimension, organizations may ensure a more highly motivated workforce.

ERG Theory

ERG theory of Clayton Alderfer is a modification of Maslow'due south hierarchy of needs (Alderfer, 1969). Instead of the five needs that are hierarchically organized, Alderfer proposed that basic human needs may be grouped under three categories, namely, Existence, Relatedness, and Growth (run across the following figure). Existence demand corresponds to Maslow'south physiological and safety needs, relatedness corresponds to social needs, and growth need refers to Maslow'due south esteem and self actualization.

Figure fourteen.7 ERG Theory

Source: Based on Alderfer, C. P. (1969). An empirical examination of a new theory of human needs. Organizational Behavior and Human Functioning, iv, 142–175.

ERG theory'south main contribution to the literature is its relaxation of Maslow'due south assumptions. For example, ERG theory does not rank needs in any particular order and explicitly recognizes that more than one need may operate at a given time. Moreover, the theory has a "frustration-regression" hypothesis, suggesting that individuals who are frustrated in their attempts to satisfy one demand may backslide to some other one. For case, someone who is frustrated past the lack of growth opportunities in his task and tiresome progress toward career goals may regress to relatedness needs and starting time spending more time socializing with one'due south coworkers. The implication of this theory is that we need to recognize the multiple needs that may be driving an individual at a given point to understand his behavior and to motivate him.

Ii-Factor Theory

Frederick Herzberg approached the question of motivation in a unlike mode. By asking individuals what satisfies them on the chore and what dissatisfies them, Herzberg came to the conclusion that aspects of the work environment that satisfy employees are very different from aspects that dissatisfy them (Herzberg, et. al., 1959; Herzberg, 1965). Herzberg labeled factors causing dissatisfaction of workers as "hygiene" factors because these factors were part of the context in which the chore was performed, as opposed to the job itself. Hygiene factors included company policies, supervision, working conditions, salary, safety, and security on the job. To illustrate, imagine that you are working in an unpleasant work environment. Your office is too hot in the summer and too cold in the wintertime. You lot are being harassed and mistreated. You lot would certainly be miserable in such a work environment. Notwithstanding, if these problems were solved (your function temperature is just right and y'all are non harassed at all), would you be motivated? Most likely, you would take the situation for granted. In fact, many factors in our work surroundings are things that we miss when they are absent, but take for granted if they are nowadays.

In contrast, motivators are factors that are intrinsic to the job, such as achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities. According to Herzberg's research, motivators are the weather condition that truly encourage employees to endeavour harder.

Figure 14.8 Two-Factor Theory of Motivation

Source: Based on Herzberg, F., Mausner, B., & Snyderman, B. (1959). The motivation to work. New York: Wiley; Herzberg, F. (1965). The motivation to work among Finnish supervisors. Personnel Psychology, xviii, 393–402.

Herzberg'southward research, which is summarized in the effigy above, has received its share of criticism (Cummings & Elsalmi, 1968; House & Wigdor, 1967). 1 criticism relates to the classification of the factors equally hygiene or motivator. For example, pay is viewed every bit a hygiene gene. However, pay is non necessarily a contextual gene and may have symbolic value by showing employees that they are existence recognized for their contributions every bit well as communicating to them that they are advancing within the visitor. Similarly, quality of supervision or relationships employees course with their supervisors may determine whether they are assigned interesting work, whether they are recognized for their potential, and whether they have on more responsibilities. Despite its limitations, the two-factor theory tin can be a valuable aid to managers because information technology points out that improving the environment in which the job is performed goes only so far in motivating employees.

Figure 14.9

Plaques and other recognition awards may motivate employees if these awards fit with the company civilisation and if they reflect a sincere appreciation of employee accomplishments.

phjakroon – Pixabay – CC0 public domain.

Caused Needs Theory

Among the need-based approaches to motivation, Douglas McClelland'southward acquired needs theory is the ane that has received the greatest amount of support. According to this theory, individuals learn three types of needs as a upshot of their life experiences. These needs are need for accomplishment, need for amalgamation, and need for power. All individuals possess a combination of these needs.

Those who take loftier demand for achievement have a strong need to exist successful. A worker who derives keen satisfaction from meeting deadlines, coming upwardly with brilliant ideas, and planning his or her next career move may be high in need for achievement. Individuals high on need for accomplishment are well suited to positions such as sales where there are explicit goals, feedback is immediately available, and their effort oft leads to success (Harrell & Stahl, 1981; Trevis & Certo, 2005; Turban & Keon, 1993). Because of their success in lower-level jobs, those in loftier need for achievement are often promoted to higher-level positions (McClelland & Boyatzis, 1982). However, a high need for achievement has important disadvantages in management. Management involves getting piece of work done by motivating others. When a salesperson is promoted to exist a sales managing director, the chore description changes from actively selling to recruiting, motivating, and preparation salespeople. Those who are high in need for achievement may view managerial activities such every bit coaching, communicating, and meeting with subordinates as a waste of time. Moreover, they enjoy doing things themselves and may observe it difficult to consul authority. They may go overbearing or micromanaging bosses, expecting everyone to be as dedicated to piece of work every bit they are, and expecting subordinates to do things exactly the way they are used to doing (McClelland & Burnham, 1976).

Individuals who accept a high need for amalgamation want to be liked and accepted by others. When given a choice, they prefer to collaborate with others and be with friends (Wong & Csikszentmihalyi, 1991). Their emphasis on harmonious interpersonal relationships may be an advantage in jobs and occupations requiring frequent interpersonal interaction, such every bit social worker or teacher. In managerial positions, a high need for amalgamation may once again serve as a disadvantage because these individuals tend to be overly concerned almost how they are perceived by others. Thus, they may find information technology difficult to perform some aspects of a director'south job such equally giving employees disquisitional feedback or disciplining poor performers.

Finally, those with high demand for ability want to influence others and control their environment. Need for ability may be subversive of one'due south relationships if it takes the form of seeking and using power for one's own good and prestige. However, when it manifests itself in more altruistic forms, such equally changing the way things are washed so that the work environment is more positive or negotiating more resource for one's section, it tends to lead to positive outcomes. In fact, demand for power is viewed equally important for effectiveness in managerial and leadership positions (Mcclelland & Burnham, 1976; Spangler & House, 1991; Spreier, 2006).

McClelland'south theory of acquired needs has important implications for motivating employees. While someone who has high need for achievement may respond to goals, those with loftier demand for affiliation may be motivated to gain the approval of their peers and supervisors, whereas those who accept loftier need for power may value gaining influence over the supervisor or acquiring a position that has conclusion-making authority. And, when it comes to succeeding in managerial positions, individuals who are aware of the drawbacks of their need orientation can accept steps to overcome these drawbacks.

Central Takeaway

Need-based theories describe motivated behavior as private efforts to come across needs. Co-ordinate to this perspective, the manager's task is to place what people need and so to make sure that the work environs becomes a means of satisfying these needs. Maslow's hierarchy categorizes man needs into physiological, safety, social, esteem, and self-actualization needs. ERG theory is a modification of Maslow'south hierarchy, where the v needs are collapsed into three categories (existence, relatedness, and growth). The two-gene theory differentiates between factors that make people dissatisfied on the job (hygiene factors) and factors that truly motivate employees. Finally, acquired-needs theory argues that individuals possess stable and dominant motives to achieve, acquire power, or affiliate with others. Each of these theories explains characteristics of a work environment that motivate employees.

Exercises

1. Many managers presume that if an employee is not performing well, the reason must be lack of motivation. What is the problem with this assumption?
2. Review Maslow's bureaucracy of needs. Do yous agree with the detail ranking of employee needs?
3. Review the hygiene and motivators in the 2-factor theory. Are there whatsoever hygiene factors that yous would consider to exist motivators and vice versa?
4. A friend of yours is competitive, requires frequent and immediate feedback, and enjoys accomplishing things. She has recently been promoted to a managerial position and seeks your advice. What would you tell her?
5. Which motivation theory accept you found to exist most useful in explaining why people behave in a sure way? Why?

References

Alderfer, C. P. (1969). An empirical test of a new theory of human being needs. Organizational Behavior and Human Performance, 4, 142–175.

Baumeister, R. F., & Leary, Grand. R. (1995). The demand to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117, 497–529.

Cummings, L. L., & Elsalmi, A. M. (1968). Empirical research on the bases and correlates of managerial motivation. Psychological Bulletin, 70, 127–144.

Harrell, A. M., & Stahl, Chiliad. J. (1981). A behavioral conclusion theory approach for measuring McClelland's trichotomy of needs. Periodical of Applied Psychology, 66, 242–247.

Herzberg, F. (1965). The motivation to work amongst Finnish supervisors. Personnel Psychology, 18, 393–402.

Herzberg, F., Mausner, B., & Snyderman, B. (1959). The motivation to piece of work. New York: Wiley.

House, R. J., & Wigdor, L. A. (1967). Herzberg'due south dual-factor theory of job satisfaction and motivation: A review of the evidence and a criticism. Personnel Psychology, 20, 369–389.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, 370–396.

Maslow, A. H. (1954). Motivation and personality. New York: Harper.

McClelland, D. C., & Boyatzis, R. East. (1982). Leadership motive pattern and long-term success in management. Periodical of Applied Psychology, 67, 737–743.

McClelland, D. C., & Burnham, D. H. (1976). Power is the neat motivator. Harvard Concern Review, 25, 159–166.

Spangler, W. D., & Business firm, R. J. (1991). Presidential effectiveness and the leadership motive profile. Journal of Personality and Social Psychology, 60, 439–455.

Spreier, S. W. (2006). Leadership run amok. Harvard Business Review, 84, 72–82.

Trevis, C. South., & Certo, Due south. C. (2005). Spotlight on entrepreneurship. Business organisation Horizons, 48, 271–274.

Turban, D. B., & Keon, T. L. (1993). Organizational attractiveness: An interactionist perspective. Journal of Applied Psychology, 78, 184–193.

Wong, M. M., & Csikszentmihalyi, M. (1991). Affiliation motivation and daily experience: Some issues on gender differences. Journal of Personality and Social Psychology, 60, 154–164.

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Source: https://open.lib.umn.edu/principlesmanagement/chapter/14-3-need-based-theories-of-motivation/

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