Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Is money an effective motivator
Organizational behavior motivation theory
Herzberg motivators
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Is money an effective motivator
The origin for concepts regarding motivational factors, as applied in the organization, stem from the [psychological] behavioral study of human needs. The relevance of the former is fundamental to the three issues posed this week because it correlates the assumptions of both Maslow and Herzberg. The aforementioned assumptions stress the importance of consideration of human needs in relation to motivational factors in the workplace, including job satisfaction, and superior performance. Furthermore, this concept has inexorably expanded to include both Maslow’s and Herzberg’s theories as a harmonious and reciprocally complementary unit; applicable to almost any organization. That being said, this analysis will include 1) a description of Maslow’s need’s hierarchy, 2) an interpretation of the intent of the former and its pertinence to leadership, and 3) an explanation of why money is not a motivator, based on Herzberg’s two-factor theory.
Maslow’s theory surrounds a hierarchy of needs; basic physiological needs residing on the lowest rung and self-actualizing needs being the pinnacle of the order. This hierarchy is composed of needs arranged by importance and consists of the following: Physiological- hunger, thirst, shelter; Security-safety from threat or harm; Love- belongingness, social love and friendship; Esteem- respect from others and for oneself; and Self-actualization- fulfillment through the realization of one’s personal goals and potential (Maslow, 1943) (Gibson, Ivancevich, Donnelly, & Konopaske, 2009). Maslow segregates the lower order needs and classifies them as “basic needs”- these are limited to all but self-actualization (Maslow, 1943). Further, Maslow proposes that basic needs must first be met (or partially met) ...
... middle of paper ...
...enge to others- dare I say a motivator- to keep searching for improvement and innovation in organizational motivation theory.
Works Cited
Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2009). Organizations: Behavior, Structure, Processes. New York: McGraw-Hill.
Lahiff, J. M. (1976). Motivators, Hygiene Factors, and Empathic Communication. The Journal of Business Communication 13:3 , 15-23.
Leidecker, J. K., & Hall, J. J. (1984). Motivation: Good Theory- Poor Application. Training and Development Journal. June. , 3-7.
Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, 50 , 370-396.
Soliman, H. M. (1970). Motivation-Hygiene Theory of Job Attitudes: an Empirical Investigation and an Attempt to Reconcile Both the One- and the Two-Factor Theories of Job Attitudes. Journal of Applied Psychology, V.54, no. 5 , 452-461.
Maslow believed that there was a hierarchy of five innate needs that influence people’s behaviors (Schultz & Schultz, 2013, p.246-247). In a pyramid fashion, at the base are physiological needs, followed by safety needs, then belonginess and love needs, succeeded by esteem needs, and finally the need for self-actualization. Maslow claimed that lower order needs must be at least partially satisfied before higher level needs are addressed. Furthermore, behavior is dominated by solely one need
Psychologist Abraham Maslow created the hierarchy of needs, outlining and suggesting what a person need to reach self-actualization and reveal the true potential of themselves. In the model, Maslow propose that a person has to meet basic needs in order to reach the true potential of themselves. Biological/physiological needs, safety needs, love/belonging need, esteem needs according to Maslow is the fundamental frame for reaching the peak of self. The last need to be met on the scale
Gibson, J.L., Ivancevich, J.M., Donnelly, J.H., & Konopaske, R. (2009). Organizations: Behaviors, structure, processes (13th ed.) New York, NY: McGraw-Hill Companies, Inc.
Unlike many of his colleagues at the time who were focusing on psychopathology, or what is wrong with individuals, he focused on how individuals are motivated to fulfill their potential and what needs govern their respective behaviors (McLeod)). Maslow developed the hierarchy over time, adjusting from a rigid structure where needs must be met before being able to achieve a higher level, to where the individuals can experience and behave in ways across the hierarchy multiple times daily depending on their needs. The hierarchy is comprised of 5 levels; Physiological, Safety and Security, Love and Belonging, Esteem, and Self-Actualization. The bottom two levels are considered basic needs, or deficiency needs because once the needs are met they cease to be a driving factor, unlike psychological needs. Loving and Belonging and Esteem needs are considered psychological needs, and are different from basic needs because they don’t stem from a lack of something, but rather the desire to grow. Maslow theorizes that individual’s decisions and behavior are determined based on their current level of needs, and the ideal level to achieve full potential culminates in self-actualization; however, operating on this level cannot be achieved until the preceding levels of needs have been
Steers, T. M., Mowday, R. T., & Shapiro, D. L. (2004). Introduction to Special Topic Forum: The Future of Work Motivation Theory. The Academy of Management Review, 29 (3), 379-387.
McShane, S.L. and Von Glinow, M. A. (2009). Organizational Behavior: Emerging knowledge and practice for the real world. McGraw-Hill.
Pardee, R. L. (1990). Motivation Theories of Maslow, Herzberg, McGregor & McClelland. A Literature Review of Selected Theories Dealing with Job Satisfaction and Motivation.
Maccoby, M. (2010). The 4 Rs of Motivation. Research Technology Management, 53(4), 60-61. Retrieved from http://search.proquest.com/docview/726801562?accountid=27313
Yet, despite the criticism, Herzberg’s theory still holds merit in many managerial situations. Experts have built their theories on the foundations of the motivator-hygiene theory to better explain worker motivation. Among the most prominent is the expectancy theory or Victor
Of the numerous speculations of work motivation, Herzberg's (1998) motivator hygiene theory has been a standout amongst the most persuasive in late decades. Essentially, the hypothesis isolates propelling variables into two classifications: Motivator factors, which have a remark with the work itself, and Hygiene factors, which have a remark with the encompassing
Motivation is the reason or purpose behind action, or what causes one to act in a particular manner. Motivation can either be intrinsic or extrinsic in nature, yet it rests solely within the power of the individual actor to be motivated (or not) by intrinsic and extrinsic motivators. Motivation is an extremely important topic of discussion in the larger discourse on leadership. It is important because it provides the basis for human action, or inaction. Leaders must be able to understand what motivates their followers in a hope to use that knowledge to guide them to behave in a certain way that is beneficial for the organization. To do so, it behooves leaders to understand the basic concepts and theories of motivation that abound.
Latham, G. P. (2007). Work motivation: History, theory, research, and practice. Thousand Oaks: Sage Publications.
Steers, Richard M., Richard T. Mowday, and Debra L. Shapiro. "Introduction to Special Topic Forum: The Future of Work Motivation Theory." The Academy of Management Review 29.3 (2004): 379. Print.
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).
Motivation should focus on aligning individuals’ goals with the organization’s mission and vision (Hall et al.