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1、 The Main The Main Content Content TheoriesTheoriesManaging People and Organisations2Main Content Theories Maslows hierarchy of needs theory McGregors theory X & theory Y Herzbergs motivatorhygiene theoryManaging People and Organisations3Maslows Hierarchy of Needs Theory(1954)identified 5 key factor
2、s in motivation. His hierarchy indicated that as each need is satisfied others emerged: Physiological needs Safety needs Social needs Self esteem Self-actualizationManaging People and Organisations4Self-actualisationEsteemSocialSafetyPhysiologicalMaslows Hierarchy of Needs TheoryManaging People and
3、Organisations5Physiological Needs They are the very basic needs such as air, water, food, sleep, sex, etc. When they are not satisfied we may feel sickness, irritation, pain, discomfort, etc. These feelings motivate us to alleviate them as soon as possible to establish homeostasis. Once they are all
4、eviated, we may think about other things. Managing People and Organisations6Safety Needs Safety needs have to do with establishing stability and consistency in a chaotic world. These needs are mostly psychological in nature. security and protection from dangerManaging People and Organisations7Social
5、 needs belonging, acceptance, social life, friendship, love Humans have a desire to belong to groups: clubs, work groups, religious groups, family, gangs, etc. We need to feel loved by others, to be accepted by others. Performers appreciate applause. We need to be needed. Managing People and Organis
6、ations8Esteem Needs self respect, achievement, status, recognition self-esteem results from competence or mastery of a task. the attention and recognition that comes from others. Managing People and Organisations9Self-Actualization growth, accomplishment, personal development the desire to become ev
7、erything that one is capable of becoming. People who have everything can maximize their potential. Managing People and Organisations10Maslows Hierarchy of Needs Theory The factors noted above are not necessarily in a fixed order. Some people have the order reversed where self-esteem is more importan
8、t than love for example. Not every individual has the needs in the top level boxes as goals.Managing People and Organisations11Maslows Hierarchy of Needs Theory Satisfaction-progression Maslow argued that behavior is primarily motivated by the lowest unsatisfied need at the time, only goals that hav
9、e not been met act as motivating factors to the individual. Once a lower need has been satisfied it no longer motivates the individual and the motivator in the next box or level up becomes the driving force. Managing People and Organisations12 马斯洛认为，每个人在不同时期都有一个占主 导地位的优势需要，它是在五种需要中力量最 强的一个。根据马斯洛的需要层
10、次理论。如果 管理者要激励某个人，就应该知道他现在处于 需要层次的哪个水平上，其当时最迫切的需要 是什么，并将激励措施用在满足教职工的这些 需要上，只有这样，才能充分调动其积极性， 使其处于最佳的工作状态。 Managing People and Organisations13Alderfers ERG Theory ERG theory states that an employees behavior is motivated simultaneously by more than one need level 耶鲁大学的克来顿艾尔德弗(Clayton Alderfer)于1969年提出了
11、ERG 理论Managing People and Organisations14McGregors theories Theory X assumes that people dislike work and responsibility Theory Y assumes that physical and mental effort in work is as natural as play or restManaging People and Organisations15Theory X The average person has an inherent dislike of wor
12、k and will avoid it if possible. The average person prefers to be directed, avoids responsibility, little ambition and wants security above everything else. People need to be coerced, directed, controlled, threatened with punishment Managers assume that subordinates prefer to be directed, wish to av
13、oid responsibility ,have relatively little ambition and want security above allManaging People and Organisations16Theory Y Physical and mental effort for work is as natural as resting and playing. Control and the threat of punishment are not the only ways to bring about effort towards an organisatio
14、ns goals. People will display self control and self direction in the service of goals to which they are committed. Commitment to goals and objectives is a function of the rewards associated with their achievement.Managing People and Organisations17Theory Y Under the proper conditions people learn to
15、 both accept and seek out responsibility. Imagination, creativity and ingenuity in the solution of a problem are widely distributed in the population. The intellectual capability and potential of humans is only partly utilised.Managing People and Organisations18McGregors theories The two theories hi
16、ghlight the extremes of how people behave. In practise, behaviour will be highly influenced by the demands of the particular situation in which managers find themselves. Where individuals are offered a range or variety of tasks to perform, a more informal approach is likely to be more effective in that it will lead to
