Motivational Theories Herzberg Maslow Mcgregor Maslows Hierarchy of

Motivational Theories Herzberg Maslow Mcgregor

Maslow’s Hierarchy of Needs Maslow believed that all people are motivated by the same things. He identified 5 human needs he believed people wanted to satisfy. As one set of needs was satisfied by an individual, it would stop acting as a motivator, but the individual would then be motivated by the next set of needs.

Hierarchy of Needs SELF ACTUALISATION EGO SOCIAL SAFETY BASIC

Hierarchy of Needs Names for the Needs Meaning Relevance to Business Self Actualisation The need to fulfil your potential. Employers allow staff to work at what they are good at, and to organise their work in the ways they wish to do it. Ego (esteem) The need to be valued. Rewards if targets are met, merit pay rises, promotion; employers offer praise and acknowledge the good work of the employee. Social (acceptance) The need to belong to and work in a group. Team meetings, company magazines, staff social events; working in groups. Saftey (security) The need to be protected. Safe machinery; protection in employment; contracts etc Basic (physiological) Food, warmth, sleep, clothes Heating, toilets, canteen; wages

Frederick Herzberg: 2 Factor Theory. He interviewed accountants and engineers, asking them to identify what made them feel good and bad about their jobs. As a result developed a 2 factor theory of motivation based on hygiene factors and motivators:

2 Factor Theory Hygiene Factors include an employees salary, and the level of job security. By themselves these are not motivators, but if they are removed they act as dissatisfiers and will demotivate the employee.

2 Factor Theory Motivators act as satisfiers these are good feelings which include promotion, recognition and achievement at work. This suggests that challenging, interesting and rewarding work will motivate and satisfy employees. Satisfiers = the job Dissatisfiers = working conditions

Douglas Mcgregor X and Y theory Mcgregor’s Theory X managers believes that an employee dislikes work and will avoid it if possible. As a result Theory X workers must be controlled, directed and threatened with punishment if necessary to make them work.

Douglas Mcgregor X and Y theory Mcgregor’s Theory Y manager believes that an employee finds work as natural as play or rest. As a result they are able and willing to organise, control and direct themselves, and to accept authority and responsibility. Control and punishment are not effective ways to get theory y employee to work. Mcgregor analysis shows that employers should treat their employees as individuals finding out what motivates them.