MOTIVATION ASSIGNMENT

8.2 - Need-Based Theories of Motivation

L E A R N I N G O B J E C T I V E S

1. Explain how employees are motivated according to Maslow’s hierarchy of needs.

2. Explain how ERG theory addresses the limitations of Maslow’s hierarchy.

3. Describe the difference between 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 answer to motivation involved understanding individual needs. Specifically,

early researchers thought that employees try hard and demonstrate goal-driven

behavior 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 behavior may be a

way 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 hierarchy of needs, accompanied by the pyramid representing how human needs are

ranked, is an image familiar to most business students and managers. Maslow’s theory

is based on a simple premise: Human beings have needs that are hierarchically ranked.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, 370–396; Maslow, A. H. (1954). Motivation and

personality. New York: Harper. There are some needs that are basic to all human beings, and in

their absence, nothing else matters. As we satisfy these basic needs, we start looking to

satisfy higher-order needs. Once 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 being very hungry. At that point, all your

behavior may be directed at finding food. Once you eat, though, the search for food

ceases and the promise of food no longer serves as a motivator. Once physiological

needs are satisfied, people tend to become concerned about safety. Are they safe from

danger, pain, or an uncertain future? One level up, social needs refer to the need to bond

with other human beings, to be loved, and to form lasting attachments. In fact, having

no attachments can negatively affect health and well-being. Baumeister, R. F., & Leary, M. R. (1995).

The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117, 497–

529. The satisfaction of social needs makes esteem needs more salient. Esteem needs refer

to the desire to be respected by one’s peers, feeling important, and being appreciated.

Finally, at the highest level of the hierarchy, the need for self-actualization refers to

“becoming all you are capable of becoming.” This need manifests itself by acquiring new

skills, taking on new challenges, and behaving in a way that will lead to the satisfaction

of one’s life goals.

Figure 8.5 Maslow’s Hierarchy of Needs

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

Maslow’s hierarchy is a systematic way of thinking about the different needs employees

may have at any given point and explains different reactions they may have to similar

treatment. An employee who is trying to satisfy her esteem needs may feel gratified

when her supervisor praises her. However, another employee who is trying to satisfy his

social needs may resent being praised by upper management in front of peers if the

praise sets him apart from the rest of the group.

So, how can organizations satisfy their employees’ various needs? By leveraging the

various facets of the planning-organizing-leading-controlling (P-O-L-C) functions. In

the long run, physiological needs may be satisfied by the person’s paycheck, but it is

important to remember that pay may satisfy other needs such as safety and esteem as

well. Providing generous benefits, including health insurance and company-sponsored

retirement plans, as well as offering a measure of job security, will help satisfy safety

needs. Social needs may be satisfied by having a friendly environment, providing a

workplace conducive to collaboration and communication with others. Company picnics

and other social get-togethers may also be helpful if the majority of employees are

motivated primarily by social needs (but may cause resentment if they are not and if

they have to sacrifice a Sunday afternoon for a company picnic). Providing promotion

opportunities at work, recognizing a person’s accomplishments verbally or through

more formal reward systems, job titles that communicate to the employee that one has

achieved high status within the organization are among the ways of satisfying esteem

needs. Finally, self-actualization 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 time, organizations may ensure a more highly motivated workforce.

ERG Theory

ERG theory of Clayton Alderfer is a modification of Maslow’s hierarchy of needs.Alderfer, C.

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

175. 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 (see the following figure). Existence need

corresponds to Maslow’s physiological and safety needs, relatedness corresponds to

social needs, and growth need refers to Maslow’s esteem and self-actualization.

Figure 8.7 ERG Theory

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

ERG theory’s main contribution to the literature is its relaxation of Maslow’s

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 need may regress to another one. For example,

someone who is frustrated by the lack of growth opportunities in his job and slow

progress toward career goals may regress to relatedness needs and start spending more

time socializing with one’s 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.

Two-Factor Theory

Frederick Herzberg approached the question of motivation in a different way. By asking

individuals what satisfies them on the job 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, 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, 18, 393–402. Herzberg labeled factors causing dissatisfaction of workers as

“hygiene” factors because these factors were part of the context in which the job 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 winter. You are being harassed and mistreated. You

would certainly be miserable in such a work environment. However, if these problems

were solved (your office temperature is just right and you are not harassed at all), would

you be motivated? Most likely, you would take the situation for granted. In fact, many

factors in our work environment are things that we miss when they are absent, but take

for granted if they are present.

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 conditions that truly

encourage employees to try harder.

Figure 8.8 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, 18, 393–402.

Herzberg’s research, which is summarized in the figure above, has received its share of

criticism. Cummings, L. L., & Elsalmi, A. M. (1968). Empirical research on the bases and correlates of managerial

motivation. Psychological Bulletin, 70, 127–144; House, R. J., & Wigdor, L. A. (1967). Herzberg’s dual-factor theory of job

satisfaction and motivation: A review of the evidence and a criticism. Personnel Psychology, 20, 369–389. One criticism

relates to the classification of the factors as hygiene or motivator. For example, pay is

viewed as a hygiene factor. However, pay is not necessarily a contextual factor and may

have symbolic value by showing employees that they are being recognized for their

contributions as well as communicating to them that they are advancing within the

company. Similarly, quality of supervision or relationships employees form with their

supervisors may determine whether they are assigned interesting work, whether they

are recognized for their potential, and whether they take on more responsibilities.

Despite its limitations, the two-factor theory can be a valuable aid to managers because

it points out that improving the environment in which the job is performed goes only so

far in motivating employees.

Acquired Needs Theory

Among the need-based approaches to motivation, Douglas McClelland’s acquired needs

theory is the one that has received the greatest amount of support. According to this

theory, individuals acquire three types of needs as a result of their life experiences.

These needs are need for achievement, need for affiliation, and need for power. All

individuals possess a combination of these needs.

Those who have high need for achievement have a strong need to be successful. A

worker who derives great satisfaction from meeting deadlines, coming up with brilliant

ideas, and planning his or her next career move may be high in need for achievement.

Individuals high on need for achievement are well suited to positions such as sales

where there are explicit goals, feedback is immediately available, and their effort often

leads to success. Harrell, A. M., & Stahl, M. J. (1981). A behavioral decision theory approach for measuring McClelland’s

trichotomy of needs. Journal of Applied Psychology, 66, 242–247; Trevis, C. S., & Certo, S. C. (2005). Spotlight on

entrepreneurship. Business Horizons, 48, 271–274; Turban, D. B., & Keon, T. L. (1993). Organizational attractiveness: An

interactionist perspective. Journal of Applied Psychology, 78, 184–193. Because of their success in lower-level

jobs, those in high need for achievement are often promoted to higher-level positions.

McClelland, D. C., & Boyatzis, R. E. (1982). Leadership motive pattern and long-term success in management. Journal of Applied

Psychology, 67, 737–743. However, a high need for achievement has important disadvantages in

management. Management involves getting work done by motivating others. When a

salesperson is promoted to be a sales manager, the job description changes from actively

selling to recruiting, motivating, and training salespeople. Those who are high in need

for achievement may view managerial activities such as coaching, communicating, and

meeting with subordinates as a waste of time. Moreover, they enjoy doing things

themselves and may find it difficult to delegate authority. They may become overbearing

or micromanaging bosses, expecting everyone to be as dedicated to work as they are,

and expecting subordinates to do things exactly the way they are used to doing. McClelland,

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

Individuals who have a high need for affiliation want to be liked and accepted by others.

When given a choice, they prefer to interact with others and be with friends. 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. Their emphasis on harmonious interpersonal relationships

may be an advantage in jobs and occupations requiring frequent interpersonal

interaction, such as social worker or teacher. In managerial positions, a high need for

affiliation may again serve as a disadvantage because these individuals tend to be overly

concerned about how they are perceived by others. Thus, they may find it difficult to

perform some aspects of a manager’s job such as giving employees critical feedback or

disciplining poor performers.

Finally, those with high need for power want to influence others and control their

environment. Need for power may be destructive of one’s 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 as changing the way things are done so

that the work environment is more positive or negotiating more resources for one’s

department, it tends to lead to positive outcomes. In fact, need for power is viewed as

important for effectiveness in managerial and leadership positions. McClelland, D. C., &

Burnham, D. H. (1976). Power is the great motivator. Harvard Business Review, 25, 159–166; Spangler, W. D., & House, 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.

McClelland’s theory of acquired needs has important implications for motivating

employees. While someone who has high need for achievement may respond to goals,

those with high need for affiliation may be motivated to gain the approval of their peers

and supervisors, whereas those who have high need for power may value gaining

influence over the supervisor or acquiring a position that has decision-making authority.

And, when it comes to succeeding in managerial positions, individuals who are aware of

the drawbacks of their need orientation can take steps to overcome these drawbacks.

K E Y T A K E A W A Y

Need-based theories describe motivated behavior as individual efforts to meet needs.

According to this perspective, the manager’s job is to identify what people need and

then to make sure that the work environment becomes a means of satisfying these

needs. Maslow’s hierarchy categorizes human needs into physiological, safety, social,

esteem, and self-actualization needs. ERG theory is a modification of Maslow’s

hierarchy, where the five needs are collapsed into three categories (existence,

relatedness, and growth). The two-factor 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.

R E F L E C T I O N S

1. Many managers assume 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 hierarchy of needs. Do you agree with the particular ranking of

employee needs?

3. Review the hygiene and motivators in the two-factor theory. Are there any hygiene

factors that you would consider to be 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 have you found to be most useful in explaining why people

behave in a certain way? Why?

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