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9.

3 The early theories of motivation


Maslows Hierarchy of Needs Theory.
Abraham Maslow was a psychologist who proposed that within every person is a hierarchy
of five needs:
1. Physiological needs: A persons needs for food, drink, shelter and other physical
requirements.
2. Safety needs: A persons needs for security and protection from physical and emotional
harm, as well as assurance that physical needs will continue to be met.
3. Social needs: A persons needs for affection, belongingness, acceptance, and friendship.
4. Esteem needs: A persons needs for internal esteem factors such as self-respect,
autonomy, and achievement and external esteem factors such as status, recognition, and
attention.
5. Self-actualization needs: A persons needs for growth, achieving ones potential, and
self-fulfillment; the drive to become what one is capable of becoming.
Maslow argued that each level in the needs hierarchy must be substantially satisfied before
the next need becomes dominant. An individual moves up the needs hierarchy from one level to
the next. In addition, Maslow separated the five needs into higher and lower levels. Physiological
and safety needs were considered lower-order needs; social, esteem, and self-actualization needs
were considered higher-order needs. Lower-order needs are predominantly satisfied externally
while higher-order needs are satisfied internally.
The theory says that once a need is substantially satisfied, an individual isnt motivated to
satisfy that need. Therefore, to motivate someone, you need to understand what need level that
person is on in the hierarchy and focus on satisfying needs at or above that level.
McGregors Theory X and Theory Y
Theory X the assumption that employees dislike work, are lazy, avoid responsibility, and
must be coerced to work.
Theory Y- the assumption that employees are creative, enjoy work, seek responsibility,
and can exercise self-direction.
McGregor believed that Theory Y assumptions should guide management practice and
proposed that participation in decision making, responsible and challenging jobs, and good group
relations would maximize employee motivation.
Herzbergs Two-Factor Theory
Frederick Herzbergs two-factor theory (also called motivation-hygiene theory)
proposes that intrinsic factors are related to job satisfaction and motivation, while extrinsic
factors are associated with job dissatisfaction.
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Herzberg wanted to know when people felt exceptionally good (satisfied) or bad
(dissatisfied) about their jobs. When people felt good about their work, they tended to cite
intrinsic factors arising from the job itself such as achievement, recognition, and responsibility.
On the other hand, when they were dissatisfied, they tended to cite extrinsic factors arising from
the job context such as company policy and administration, supervision, interpersonal
relationships, and working conditions.
Again, Herzberg believed that the factors that led to job satisfaction were separate and
distinct from those that led to job dissatisfaction. The extrinsic factors that create job
dissatisfaction were called hygiene factors. When these factors are adequate, people wont be
dissatisfied, but they wont be satisfied (or motivated) either. Herzberg suggested emphasizing
motivators, the intrinsic factors having to do with the job itself.
McClellands Three-Needs Theory
David McClelland and his associates proposed the three-needs theory, which says there
are three acquired (not innate) needs that are major motives in work. These three needs include:
- the need for achievement, which is the drive to succeed and excel in relation to a set of
standards;
- the need for power, which is the need to make others behave in a way that they would
not have behaved otherwise;
-the need for affiliation, which is the desire for friendly and close interpersonal
relationships.
People with a high need for achievement desire to do something better or more efficiently
than its been done before. They prefer jobs that offer personal responsibility for finding
solutions to problems.
McClelland showed that employees can be trained to stimulate their achievement need by
being in situations where they have personal responsibility, feedback, and moderate risks.