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1、Unit 8Text CExercisesText CMaslows Need Hierarchy1 Abraham Maslow was a psychologist who proposed a need theory of motivation emphasizing psychological and interpersonal needs in addition to physical needs and economic necessity. His theory was based on a need hierarchy later applied through Theory
2、X and Theory Y, two sets of assumptions about people at work. In addition, his need hierarchy was reformulated in an ERG theory of motivation using a revised classification scheme for basic human needs.The Hierarchy of Needs2 The core of Maslows theory of human motivation is a hierarchy of five need
3、 categories. He recognized that there were factors other than ones needs (for example, culture) that were determinants of behavior. However, he focused his theoretical attention on specifying peoples internal needs. Maslow labeledthe five hierarchical categories as physiological needs, safety and se
4、curity needs, love (social) needs, esteem needs, and the need for self- actualization. Maslows need hierarchy is depicted in the following chart, along with how the needs relate to Douglas McGregors assumptions about people, which will be discussed next.3 Maslow conceptually derived the five need ca
5、tegories from the early thoughts of William James and John Dewey, coupled with the psychodynamic thinking of Sigmund Freud and Alfred Adler. Maslows need theory was later tested in research with working populations. For example, one study reported that middle managers had different perceptions than
6、lower level managers of their need deficiencies and the importance of their needs. More recently, Motorola has adapted motivational techniques in teamwork aimed at the social and interpersonal needs from its Penang operations in Malaysia to its 2,300 person factory in Plantation, Florida. One distin
7、guishing feature of Maslows need hierarchy is the following progression hypothesis. Although some research has challenged the assumption, the theory says that only ungratified needs motivate behavior. Further, it is the lowest level of ungratified needs in the hierarchy that motivate behavior. As a
8、lower level of need is met, a person progresses to the next higher level of need as a source of motivation. Hence, people progress up the hierarchy as they successively gratify each level of need. For example, an employee may satisfy security needs by obtaining two big promotions and then be motivat
9、ed by developing good working relationships with coworkers. The problem with the progression hypothesis is that it leaves no way to move down the hierarchy, which could occur, for example, if a person at the esteem level lost a job and was now worried about security.Theory X and Theory Y 4 One impor
10、tant organizational implication of the need hierarchy concerns how to manage people at work. Douglas McGregor understood peoples motivation using Maslows need theory. He grouped the physiological and safety needs as “lower order” needs and the social, esteem, and self-actualization needs as “upper o
11、rder” needs. McGregor proposed two alternative sets of assumptions about people at work based upon which set of needs were the motivators. He labeled these sets of assumptions Theory X and Theory Y. They are included in the following table. 1. 5 Regardless of peoples motivation to work, McGregor saw
12、 the responsibility of management as being the same. Specifically, “management is responsible for organizing the elements of productive enterprise money, materials, equipment, people in the interest of economic ends.”6 According to McGregor, people should be treated differently according to whether
13、they are motivated by lower order or higher order needs. Specifically, McGregor believed that Theory X assumptions are appropriate for employees motivated by lower order needs. Theory Y assumptions, in contrast, are appropriate for employees motivated by higher order needs, and Theory X assumptions
14、are then inappropriate. In addition, McGregor believed that in the 1950s, when he was writing, the majority of American workers had satisfied their lower order needs and were therefore motivated by higher order needs. 7 Employee participation programs are one consequence of McGregors Theory X assump
15、tions. For Motor Companys first step in revitalizing its workforce through an employee involvement (EI) program is based on Theory X assumptions about human nature. However, some companies, such as Lincoln Electric, use money as the chief source of employee motivation.8 Gordon E. Forward, Vice Chair
16、man of the Board of Texas Industries (TXI), considers the assumptions made about people central to motivation and management. He views employees as resources to be developed, not labor costs to be charged off. A future-thinking, enlightened executive Forward has fun at work and at play. Within the Chaparral Steel unit of TXI, he cultivated and developed a productive,
