Maslows Hierarchy of Needs

Abraham H. Maslow felt as though conditioning theories did not adequately acapture the complexity of
human behavior. In a 1943 paper called A Theory of Human Motivation, Maslow presented the idea
that human actions are directed toward goal attainment. Any given behavior could satisfy several
functions at the same time; for instance, going to a bar could satisfy ones needs for self-esteem and for
social interaction.
Maslows Hierarchy of Needs has often been represented in a hierarchial pyramid with five levels. The
four levels (lower-order needs) are considered physiological needs, while the top level of the pyramid is
considered growth needs. The lower level needs must be satisfied before higher-order needs can
influence behavior. The levels are as follows (see pyramid in Figure 1 below).
Self-actualization includes morality, creativity, problem solving, etc.
Esteem includes confidence, self-esteem, achievement, respect, etc.
Belongingness includes love, friendship, intimacy, family, etc.
Safety includes security of environment, employment, resources, health, property, etc.
Physiological includes air, food, water, sex, sleep, other factors towards homeostasis, etHerzberg two
factor theory

Herzberg's Two Factor Theory is a "content theory" of motivation" (the other main one is Maslow's
Hierarchy of Needs).
Herzberg analysed the job attitudes of 200 accountants and engineers who were asked to recall when
they had felt positive or negative at work and the reasons why.
From this research, Herzberg suggested a two-step approach to understanding employee motivation
and satisfaction:
Herzberg two factory theory
Hygiene Factors
Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors
are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors
include:
- Company policy and administration
- Wages, salaries and other financial remuneration
- Quality of supervision

- Quality of inter-personal relations
- Working conditions
- Feelings of job security



Motivator Factors

Motivator factors are based on an individual's need for personal growth. When they exist, motivator
factors actively create job satisfaction. If they are effective, then they can motivate an individual to
achieve above-average performance and effort. Motivator factors include:
- Status
- Opportunity for advancement
- Gaining recognition
- Responsibility
- Challenging / stimulating work
- Sense of personal achievement & personal growth in a job
There is some similarity between Herzberg's and Maslow's models. They both suggest that needs have
to be satisfied for the employee to be motivated. However, Herzberg argues that only the higher levels
of the Maslow Hierarchy (e.g. self-actualisation, esteem needs) act as a motivator. The remaining needs
can only cause dissatisfaction if not addressed.

Applying Hertzberg's model to de-motivated workers
What might the evidence of de-motivated employees be in a business?
- Low productivity
- Poor production or service quality
- Strikes / industrial disputes / breakdowns in employee communication and relationships
- Complaints about pay and working conditions

According to Herzberg, management should focus on rearranging work so that motivator factors can
take effect. He suggested three ways in which this could be done:
- Job enlargement
- Job rotation
- Job enrichment