The Need Theories of Motivation - Essay Example

Running head: The Need Theories of Motivation are Culturally Based The Need Theories of Motivation are Culturally Based Insert Insert Grade Course Insert Tutor’s Name 7 September 2011 The Need Theories of Motivation are Culturally Based Introduction The need theories of motivation are based on our cultural beliefs and personal experiences in the general human life. Need theories of motivation are dependent on dominant motivating factors, which vary among individuals with respect to personal experiences in life and more so individual’s culture. According David McClelland’s theory of needs, individual’s needs and motivating factors are influenced over a period of time by the experiences people encounter in life. David McClelland classifies the needs of motivation into three categories, which include the need for achievement, the need for affiliation, and the need for power. People are often motivated to work towards achieving organizational goals mainly because the activities satisfy important needs that they crave. The need to satisfy one’s shortcomings is the best motivating factor from within an individual that acts as a driving force in the organizational environment among employees. This principle of self-interest is often referred as what is in it for me (WIITFM) (Dubrin, 2011, p.391). However, the need theories of motivation are classified by Maslow as hierarchical. Needs are satisfied beginning from the lower basic needs towards higher needs to serve as motivating factors for employees. Once lower needs have been achieved, the need ceases to be a motivating factor and therefore higher needs must be provided to motivate the employees. Maslow’s hierarchy of needs states that the lowest needs are the primary needs for survival, which must first be satisfied, followed by the secondary needs such as the need for safety. The higher needs after primary and secondary needs include the need for love, sense of belonging, self-esteem and self-actualization (Milliken & Honeycutt, 2004, p.73). McClellands Theory of Needs Acquired theories proposed by David McClelland state that individuals personal needs are gradually acquired over a period of time with respect to the cultures and life experiences with which individuals grow up with. In general, these acquired needs, according to David McClelland, are classified into the need for achievement, power, and affiliation. These theories are referred to as learned need theories that motivate and influence the efficiency and effectiveness of employees under the working environment they are subjected. The need for achievement influences people to have a strong desire to become excellent in whatever work they do and therefore have the tendency to evade tasks that are either high risk or low risk. Individuals with the need for achievement have the perception that low-risk tasks have no genuine success due to ease with which the success can be attained. These kinds of individuals’ tasks have fifty to fifty percent chance of success and may work best if periodically given a feedback concerning the progress of their success. Efficiency and effectiveness of high achievers may also be attained if they are given the chance to work alone or to work with highly successful individuals. The need for affiliation with other people may also improve effectiveness of employees if attained. Some individuals desire to have a harmonious relationship and feel accepted among the people they work with through conformity with norms of a work group. Individuals with a high need for affiliations are able to work well under working conditions that provide adequate personal interaction. Such needs fit best in working environments such as customer services and employee-to-employee interaction situations (Pynes, 2008). The need for power as a motivating factor exists in two categories: institutional and personal need. Individuals with the need for personal power have the tendency of directing others even if unnecessary, while individuals with the need for institutional power often want to direct the efforts of other people towards organizational goals. Individuals with institutional goals are the best persons to hold managerial positions. Personal needs may be measured using the Thematic Apperception Test, which presents a series of pictures that are ambiguous. The individuals being examined are asked to come up with a story with respect to each picture. The assumption is that the individuals will project their own needs in the story, which will thus be used to identify the needs of achievement, affiliation, and power. These needs are used to assign employees jobs that they are more comfortable with and can work more effectively as different needs are motivated differently. People with a high need for high achievements should be assigned tasks that are with highly but reasonably attainable goals and be consequently provided with frequent feedback regarding the progress of their achievement. Employees with needs for affiliation should be assigned tasks that include a high degree of interaction with their fellow colleagues and organization clients. On the other hand, employees with need for institutional power should be given managerial and supervisory positions. Maslow’s Hierarchy of Needs According to Abraham Maslow, human needs are ranked in a hierarchical order from the lower-end basic needs to the higher-end unessential needs. Primary needs are the basic human needs such food, shelter, and clothing, which must be satisfied or else no other need matters. As the lowest basic needs are satisfied, human beings tend to seek higher needs to get motivated. The primary needs are referred to as the physiological needs that surpass the urge for all other needs if not satisfied. Once these needs are satisfied, they no longer serve as motivating factors and the need is replaced by the urge for security. The need for security ranges from future uncertainties to threat and pain. After individuals attain a sense of security, their needs shift to a higher level of social needs, which include the need for love, and acceptance among other individuals. Social needs act as a motivating factor with feelings of respect, appreciation, and importance among one’s peers. The highest level of hierarchical needs is the need for self-actualization through the urge to face new challenges and acquire new skills (Skemp-Arlt and Toupence, 2007, p.28). Abrahams Maslow’s theory of needs was however not originally meant for the work environment. Maslow’s hierarchy of needs was derived from observations that were carried out in a clinical environment; and is therefore directed towards achieving human health and wellbeing. The theory is criticized with regard to the order with which the needs are ranked considering that individuals who have common need that is not satisfied among themselves tend to have strong bonds towards each other. However, there are practical applications of Abraham Maslow’s theory of needs in the business environment. The hierarchy of needs enables managers to identify and understand the needs of their employees through systematic ranking of their needs with variations in behaviors according to treatment. Employees who have the needs of self-esteem feel contented when managers acknowledge their achievements. On the other hand, employees who are seeking satisfaction of their social needs may despise praises from their managers in front of their colleagues due the fear of rejection among other employees. Companies should undertake to satisfy the needs of their employee to have a highly motivated workforce. Recommendations Many organizations are continuously seeking to satisfy the various needs of their employees. Increasing the wages and salaries of employees helps to satisfy physiological needs and consequently satisfy other needs such as social needs and security in the long run. Companies are also advised to embark on provision of benefits such as retirement plans, health insurance, and providing a sense of job security. Social needs among workers can be satisfied by coming up with working environment that encourages collaboration and friendly interactions among employees. Events such as company picnics and sporting activities may enable many employees to attain social satisfaction. Promotions, recognitions, and job title conferment may also help boost self-esteem needs. Self-actualization may also be satisfied through provision of growth and development opportunities (Hofman, 2007). Managers ought to shift there focus from money as sole motivating factor for their employees although to some extend money can motivate individuals. Employee motivation depends on a wide variety of influencing factors which range from age and gender to culture and job design. The complexity of employee motivation circulates around extrinsic and intrinsic factors. According to Frederick Hertzberg, intrinsic factors such as sense of recognition, sense responsibility, and growth and advancement opportunities are motivators to employees in the work environment. The needs theory with two-factor model focuses on influencers of individual’s level of dissatisfaction and satisfactory needs that motivate employees. Hygiene factors influence an individual’s sense of dissatisfaction and can enforce the level of satisfaction but cannot lead to dissatisfaction in their absence (Chin-Sheng, W. and Wen-Bin, Chiou, 2006, p.318). Managers must consider the intrinsic motivating factors before selecting employees for particular jobs, while extrinsic factors can be controlled through alteration of the working environment (French, Rayner, Rees & Rumbles, 2011. p.157) Reference List Dubrin A. J., 2011. Essentials of management. OH: Cengage Learning. Hofman, M., 2007. The Idea that saved my company. (Online). Available from: http://www.inc.com/magazine/20071001/the-idea-that-saved-my-company.html (Accessed September 7, 2011). Milliken, E. M. & Honeycutt, A., 2004. Understanding human behavior: a guide for health care providers. OH: Cengage learning. French, R., Rayner, C., Rees, G. & Rumbles, S., 2011. Organization behaviour. NJ: John Wiley and Sons. Pynes, J.E., 2008. Human resource management for public and non-profit making organization: Strategic approach. NJ: John Wiley and Sons. Skemp-Arlt, K. and Toupence, R., 2007. The administrators Role in Employee Motivation. Coach & Athletic Director, Vol. 76, Issue 7, p.28-34, 4p. (Online). Available from: http://web.ebscohost.com/ehost/detail?vid=2&hid=105&sid=5736c142-a55e-4044-a6a6-f15099e88314%40sessionmgr115&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=a9h&AN=24489308 (Accessed September 7, 2011). Chin-Sheng, W. and Wen-Bin, C., 2006. Psychological Motives and Online Games Addiction: A Test of Flow Theory and Humanistic Needs Theory for Taiwanese Adolescents. Cyberpsychology & Behavior, Vol. 9, Issue 3, p.317-324, 8p. (Online). Available from: http://web.ebscohost.com/ehost/detail?vid=3&hid=105&sid=dd83e1ad-fc0c-42ab-88c5-72db3249bd64%40sessionmgr113&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=a9h&AN=21217075 (Accessed September 7, 2011). Read More