Describe the basic features of
Maslow’s hierarchy of needs theory, Alderfer’s ERG theory, Herzberg’s
two-factor theory, and McClelland’s acquired needs theory? What guidance does
each theory provide to managers?
ANSWER
Maslow’s
hierarchy of needs theory specifies five levels of human needs that are
arranged in a hierarchy of importance. In the hierarchy, lower-order needs
include physiological, safety, and social concerns, whereas higher-order needs
include esteem and self-actualization concerns. Additional features of the need
hierarchy are the deficit principle and the progression principle. The deficit
principle holds that a satisfied need is not a motivator of behavior; people
act to satisfy needs for which a deficit exists. The progression principle
holds that a need at one level doesn’t become activated until the next
lower-level need is satisfied. People are expected to advance step by step up
the hierarchy. Within this framework, self-actualization needs become stronger
when they are satisfied. Therefore, a person should continue to be motivated by
opportunities for self-fulfillment as long as the other need levels remain
satisfied. (pg. 363)
Alderfer’s
ERG theory is an extension of Maslow’s theory. Instead of five need levels,
Alderfer proposed three need levels, the first letters of which are identified
by the name of the theory itself –– ERG. Existence needs are desires for
physiological and material well being. Relatedness needs are desires for
satisfying interpersonal relationships. Growth needs are desires for continued
psychological growth and development. ERG theory does not assume that
lower-level needs must be satisfied before higher-level needs become activated.
ERG theory includes a unique frustration-regression principle whereby an
already satisfied lower-level need becomes reactivated when a higher-level need
is frustrated. Mangers should help to remove blocks to need satisfaction. (pg.
363)
Two-factor
theory argues that different factors are sources of job dissatisfaction and job
satisfaction. The job dissatisfaction factors are called hygiene factors and
the job satisfaction factors are labeled satisfier factors. Hygiene factors are
elements of the job context, including the following: working conditions,
interpersonal relations, organizational policies and administration, technical
quality of supervision, and base compensation. Improvements in hygiene factors
can prevent and/or eliminate job dissatisfaction; they will not improve job
satisfaction. Satisfier factors are elements of the job content that include
the following: sense of achievement, feelings of recognition, sense of
responsibility, advancement opportunities, and feelings of personal growth.
Improvements in satisfier factors increase job satisfaction; they will not
prevent job dissatisfaction. According to two-factor theory, managers should:
(a) recognize that all jobs have two important aspects what
people do in terms of job tasks (i.e., job content) and the setting in which
they do it (i.e., job
context); (b) always correct poor context to eliminate actual or potential
sources of job dissatisfaction; and (c) be sure to build satisfier factors into
job content to maximize opportunities for job satisfaction. (pg. 364)
Acquired
needs theory proposes that people acquire or develop needs through their life
experiences. These needs relate to achievement, power, and affiliation. The
need for achievement is the desire to do something better or more efficiently,
to solve problems, or to master complex tasks. The need for power is the desire
to control other persons, to influence their behavior, or to be responsible for
other people. The need for affiliation is the desire to establish and maintain
friendly and warm relations with other persons. Managers should create work
environments that are responsive to the varying need strengths of people.
Source: Management, 11th Edition
& 12th Edition- John R. Schermerhorn
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