According to Keith Davis "organizational behaviour is the study and application of

knowledge about how people act within organizations. It is human tool for the human benefit.
It applies broadly to behaviour of people in all type of organization such as business,
government, schools and university. It helps people, structure, technology, and the external
environment blend together into an effective operative system".
Stephen Robins defines as a "field of study that investigates the impact that individuals,
groups, and structure have an organization for the purpose of applying such knowledge
improving an organization's effectiveness".
There are many definitions about organisational behaviour; every definition must include
three important features, (1) organisational behaviour is the study of human behaviour, (2)
study about behaviour in organisations and (3) knowledge about human behaviour would be
useful in improving an organisation's effectiveness.
Organisational behaviour is the study of what an individual thinks feels or does in and around
an organisation, both individual and in group. It investigates people's emotions and
behaviour, behaviour and performances in a team, systems and structures of organisations. It
helps to explore and provide an understanding of all the factors that are necessary to create an
effective organisation.
One of the most widely mentioned theories of motivation is the hierarchy of needs theory put
forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy,
ascending from the lowest to the highest; and he concluded that, when one set of needs is
satisfied, this kind of need ceases to be a motivator.
Maslow (1954) posited that there are five categories of needs which people attempt to satisfy
through their behaviour. These categories are arranged in hierarchical order and are
considered prepotent; that is, once a lower level need is satisfied, it no longer motivates a
person and a more potent or higher level need takes its place. The categories of needs,
arranged from lowest level to highest level, are listed below:
Physiological needs. These are the basic needs for sustaining human life itself, such as food,
water, warmth, shelter, and sleep. Maslow took the position that, until these needs are
satisfied to the degree necessary to maintain life, other needs will not motivate people.

Security, or safety, needs. People want to be free of physical danger and of the fear of losing
a job, property, food, or shelter.
Affiliation, or acceptance, needs. Since people are social beings, they need to belong, to be
accepted by others.
Esteem needs. According to Maslow, once people begin to satisfy their need to belong, they
tend to want to be held in esteem both by themselves and by others. This kind of need
produces such satisfactions as power, prestige, status, and self-confidence.
Need for self-actualization. Maslow regards this as the highest need in his hierarchy. It is the
desire to become what one is capable of becoming to maximize one's potential and to
accomplish something.
Organizations which wish to attract, motivate and retain their employees need to ensure that
they are providing a work environment that tailors for such needs, wants and values of the
different generations by using Maslow hierarchy of need management can do that as shown
below
Within organization every employee is motivated to work through each of these levels. As
they do so, this provides positive effects for each employee and the organisation.
Physiological needs Organization should offer competitive salaries. This gives people the
means to acquire the basic needs for living. And also they should give there are employee
other benefits like health and life Insurance, housing, transport allowance.
Safety needs Organization supposes to values the safety of all employees. And also they
should commit themselves to provide a safe and healthy work environment to prevent
accidents. Also to offer their employees a range of working patterns, some may want to work
part-time; others may want career breaks or undertake further studies. This helps employees
to choose the best option for a healthy work-life balance.
Social needs These are associated with a feeling of belonging. Organization should operate
groups. That will provide informal opportunities for employees to receive and request
information on any part of the business. This helps strengthen teams and enhances workers
sense of belonging. Example sport club in the organization helps to promote a healthy lifestyle and keep it active in the community.

Esteem needs Kelloggs recognises that all employees should feel that they contribute to the
achievements of the business. Feedback from appraisals helps to assess how far individuals
contribute to the companys values. They include values such as being positive, seeing the
best in people and recognising diversity. Kelloggs positively recognises and rewards staff
achievements.
Self-actualisation Kelloggs provides employees with the opportunity to take on
challenging and stimulating responsibilities. For example, the business provides the
opportunity for individuals to take ownership of projects. This enables them to develop and
improve.