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Maslow's Hierarchy of Needs: Esteem SA

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Jefferson Nolty Genovia
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42 views

Maslow's Hierarchy of Needs: Esteem SA

Uploaded by

Jefferson Nolty Genovia
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Maslow’s Hierarchy of Needs

SA
Esteem

Love (Social)

Safety & Security

Physiological
Motivational Theories X & Y

SA Theory Y - a set of
assumptions of how to
Esteem manage individuals
motivated by higher
Love (Social) order needs
Theory X - a set of
Safety & Security assumptions of how to
manage individuals
Physiological motivated by lower
order needs
McGregor’s Assumptions
About People Based on Theory X

 Naturally indolent
 Lack ambition, dislike
responsibility, and prefer to be led
 Inherently self-centered and
indifferent to organizational needs
 Naturally resistant to change
 Gullible, not bright, ready dupes

Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright 1957
American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved.
http://www.amanet.org.
McGregor’s Assumptions
About People Based on Theory Y
 Experiences in organizations result in passive and
resistant behaviors; they are not inherent
 Motivation, development potential, capacity for
assuming responsibility, readiness to direct
behavior toward organizational goals are present
in people
 Management’s task—arrange conditions and
operational methods so people can achieve their
own goals by directing efforts to organizational
goals
Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November 1957.
Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York,
NY. All rights reserved. http://www.amanet.org.
Alderfer’s ERG Theory

SA Growth
Esteem

Love (Social)
Relatedness
Safety & Security
Existence
Physiological
McClelland’s Need Theory:
Need for Achievement

Need for Achievement - a


manifest (easily perceived)
need that concerns
individuals’ issues of
excellence, competition,
challenging goals, persistence,
and overcoming difficulties
McClelland’s Need Theory:
Need for Power

Need for Power - a manifest


(easily perceived) need that
concerns an individual’s need
to make an impact on others,
influence others, change people
or events, and make a
difference in life
McClelland’s Need Theory:
Need for Affiliation

Need for Affiliation - a


manifest (easily perceived)
need that concerns an
individual’s need to establish
and maintain warm, close,
intimate relationships with
other people
3 Motivational Need Theories
Maslow Alderfer McClelland
Self-actualization Growth Need for
Higher Esteem Achievement
Order self Need for
Needs interpersonal Power
Belongingness
(social & love) Relatedness Need for
Affiliation

Lower Safety & Security


Order interpersonal
physical
Needs Existence
Physiological
Herzberg’s Two-Factor Theory

Hygiene Factor - work condition related to


dissatisfaction caused by discomfort or pain
 maintenance factor

 contributes to employee’s feeling not dissatisfied

 contributes to absence of complaints

Motivation Factor - work condition related to the


satisfaction of the need for psychological growth
 job enrichment

 leads to superior performance & effort


Motivation–Hygiene
Theory of Motivation
• Company policy & Motivation factors
administration increase job satisfaction
• Supervision
• Interpersonal relations
• Working conditions • Achievement
• Salary • Achievement recognition
• Status • Work itself
• Security • Responsibility
• Advancement
• Growth
Hygiene factors avoid
job dissatisfaction • Salary?
SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.
Motivation-Hygiene
Combinations

High M Low M
high motivation low motivation
High H
few complaints few complaints
high motivation low motivation
Low H
many complaints many complaints
(Motivation = M, Hygiene = H)
Individual—Organizational
Exchange Relationship
Organization Individual
Contributions Demands

 Organizational goals  Physiological needs


 Departmental objectives  Security needs
 Job tasks  Physical needs
 Developmental potential
 Company status
 Employee knowledge
 Benefits
 Employee skills and
 Income
abilities
SOURCE: Reproduced with permission from McGraw-Hill, Inc.
Adams’s Theory of Inequity

Inequity - the situation in which a person


perceives he or she is receiving less than he
or she is giving, or is giving less than he or
she is receiving
Motivational Theory
of Social Exchange
Person Comparison
other
Equity Outcomes = Outcomes
Inputs Inputs
Negative Outcomes < Outcomes
Inequity Inputs Inputs
Positive Outcomes > Outcomes
Inequity Inputs Inputs
Strategies for
Resolution of Inequity

 Alter the person’s outcomes


 Alter the person’s inputs
 Alter the comparison other’s outputs
 Alter the comparison other’s inputs
 Change who is used as a comparison other
 Rationalize the inequity
 Leave the organizational situation
New Perspectives
on Equity Theory

Equity Sensitive
I prefer an equity
ratio equal to that of
my comparison other
New Perspectives
on Equity Theory

Benevolent I am comfortable
with an equity ratio
less than that of my
comparison other
New Perspectives
on Equity Theory

Entitled

I am comfortable
with an equity ratio
greater than that of
my comparison other
Expectancy Theory of
Motivation: Key Constructs

Valence - value or importance placed on a particular


reward

Expectancy - belief that effort leads to performance

Instrumentality - belief that performance is related


to rewards
Expectancy Model of Motivation

Effort
Effort Performance Reward

Perceived effort– Perceived Perceived


performance performance– value of reward
probability reward probability
“If I work hard, “What rewards “What rewards
will I get the job will I get when do I value?”
done?” the job is well
done?”
3 Causes of
Motivational Problems
 Belief that effort will not result in performance
 Belief that performance will not result in rewards
 The value a person places on, or the preference a
person has for, certain rewards
Moral Maturity

Moral Maturity - the measure of a person’s cognitive


moral development

Morally mature Morally immature


people behave and act people behave and act
based on universal based on egocentric
ethical principles. motivations.

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