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Behavioral

Approach


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Prentice Hall, 2001 Chapter 6 2

What Is Motivation?

Direction

Persistence

Intensity or

drivingforce


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Intensity


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Direction


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It's not that I'm so

smart, it's just that

I stay withproblems longer

.

Persistence


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Abraham Maslow (1908-1970)

Considered to be the founder of

humanistic psycholoy!


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theory of human needs had three

assumptions:

Human needs are never completely

satisfied.

Human behavior is purposeful and is

motivated by the need for satisfaction.

Needs can be classified according to a

hierarchical structure of importance fromthe loest to highest.


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!elf"#ctuali$ation

%steem&appreciation' !ocial need

!afety

Physiological

Maslows Hierarchy of Needs


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PHYSIOLOGICAL OR SURVIVAL NEEDS

MOST NEEDS HAVE TO DO WITH

SURVIVAL PHYSICALLY AND

PSYCHOLOGICALLY


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hysical needs

(ood )ater #ir !helter Clothing

*hese are essential for good health and ell"being, and for

continuation of life.

What did Maslow mean

by physical needs?

What physical needs do

every person have?


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SAFETY NEEDS

ON THE WHOLE AN INDIVIDUAL

CANNOT SATISFY ANY LEVEL

UNLESS NEEDS BELOW ARE

SATISFIED


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!afety and !ecurity Needs

!taying ell, avoiding being ill

#voiding danger or

!afe circumstances

!tability


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SAFETY NEEDS

SOCIAL NEED


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!ocial needs

(riends, family,affectionate relationships in

general, even a sense of community


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SOCIAL NEEDS


SAFETY NEEDS

ESTEEM NEEDS


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"he #steem needs

!elf"esteem

*he need for the respect from others, the need

for status, fame, recognition, attention,reputation, appreciation, even dominance.

+ndividual level

Confidence, competence, dignity,achievement,independence and freedom


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SELF-ACTUALIZATION

NEED

FOR

MASLOW EMPHASIZES NEED FOR SELF ACTUALIZATION IS

A HEALTHY INDIVIDUALS PRIME

MOTIVATION


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SELF-ACTUALIZATION MEANS

ACTUALIZING

Who am I?????

How am I doing????


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SAFETY NEEDS

SOCIAL NEEDS

ESTEEM NEEDS

SELF-

ACTUALIZATION

NEED


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Maslows "iew on a

!elf#actuali$ed erson

Has mental stability

(ully eplore talents -otivated by values


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Implications for Management Physiological needs Provide lunch brea/s,

rest brea/s, and ages that are sufficient topurchase the essentials of life.

!afety Needs Provide a safe or/ingenvironment and ob security.

!ocial Needs Create a sense of communityvia team"based proects and social events.


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%steem Needs ecogni$e achievements to

ma/e employees feel appreciated andvalued. ffer ob titles that convey the

importance of the position.

!elf"#ctuali$ation Provide employees a

challenge and the opportunity to reach their

full career potential ith value basedapproach.


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Limitations of Maslow's Hierarchy

*here is evidence that contradicts the order

of needs specified by the model. (or

eample, some cultures appear to place

social needs before any others

*here is little evidence to suggest that

people are motivated to satisfy only one

need level at a time, ecept in situationshere there is a conflict beteen needs.


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Self-

Actualization

Needs

EsteemNeeds

SocialNeeds

SecurityNeeds

PhysiologicalNeeds

General

Examples

Organizational

Examples

Self-Fulfillment

Challenging JobSelf-

Actualization

Needs

Status Job TitleEsteemNeeds

Family,

Friendship

Friendly work

environment

SocialNeeds

Stability Job securitySecurityNeeds

Food,

Shelter Salary

PhysiologicalNeeds


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%heory & and %heory : (ouglas

Mc)regor Douglas McGregor (1!"#1"$%

*o understand human behavior, one must discoverthe theoretical assumptions upon hich behavior is

based

%specially interested in the behavior of managerstoard or/ers

3%very managerial act rests on assumptions,generali$ations, and hypotheses"

*heory 4 "

*heory 5 "

(C! -anager7s assumptions about H-#NN#*%


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Mc)regors *eliefs

%mployees are not machine parts to be

fied, redesigned, or eliminated

*hey are individual people in all of

their compleity


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Mc)regors +ontribution to

Management %heory *heory 4 assumptions

*he average person disli/es or/ and ill

avoid it-ost people must be controlled

People avoid responsibility and have little

ambition


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Mc)regors +ontribution to

Management %heory *heory 5 assumptions

Physical and mental or/ effort are natural

Commitment is a function of proper reards

People learn to see/ responsibility

People have the ability to creatively solveorgani$ational problems

%mployees need the freedom to utili$e their potential


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*heory 4... &anage&ent through'

force

tight controls

threatspunishments


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*heory 5... &anage&ent through'

open systems

communication

self-managing teams


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