MASLOWS NEED HIERARCHY

1
MASLOWS NEED HIERARCHY

• CONTENT vs. PROCESS
• INTRODUCTION
• CLINICAL
• McGREGOR
• PREMISE 15 SETS OF GOALS
• a PHYSIOLOGICAL
  e
• b SAFETY/SECURITY d
• c LOVE/SOCIAL
• d EGO/SELF-ESTEEM c
• e SELF-ACTUALISATION b
• a

2

• PREMISE 2 NEEDS ARE UNIVERSAL AND ARRANGED
  SEQUENTIALLY
• IMPLICATIONS IN WORK-PLACE
• RESEARCH
• ADVANTAGES
• DISADVANTAGES

3
McCLELLANDS ACQUIRED NEEDS

• INTRODUCTION
• THEMATIC APPERCEPTION TEST (TAT)
• NEED FOR ACHIEVEMENT (nAch)
• CHARACTERISTICS
• CONSEQUENCES
• ORIGINS
• MANAGERIAL IMPLICATIONS
• ECONOMIC DEVELOPMENT
• LEARNING ACHIEVEMENT
• NEED FOR AFFILIATION (nAff)
• CHARACTERISTICS
• CONSEQUENCES

4

• MANAGERIAL IMPLICATIONS
• NEED FOR POWER
• PERSONAL POWER
• INSTITUTIONALISED POWER
• OTHER NEEDS
• BEST MANAGER?
• COMPARISON WITH MASLOW
• CRITIQUE

5
HERZBERGS 2-FACTOR

• INTRODUCTION
• BEGINNINGS
• REVIEW
• MENTAL HEALTH BACKGROUND
• CRITICAL INCIDENCE TECHNIQUE
• MOTIVATORS SATISFIERS
• ACHIEVEMENT
• RECOGNITION
• INTERESTING WORK
• RESPONSIBILITY
• ADVANCEMENT

6

• HYGIENESDISSATISFIERS
• SUPERVISION
• CO-WORKER RELATIONSHIPS
• WORKING CONDITIONS
• WAGE AND SALARIES
• SEPARATE CONTINUA
• MOTIVATOR CONTINUUM
• 0
  
  

7

• SUMMARY
• APPEAL TO EMPLOYERS
• SIMPLE
• EMPIRICAL
• INTUITIVE
• EASY TO IMPLEMENT
• MONEY NOT MOTIVATOR
• CRITIQUE
• CRITICAL INCIDENCE TECHNIQUE
• RECENT EVENTS
• ATTRIBUTION THEORY
• RESEARCH
• DISTINCTION BETWEEN SATISFIERS AND DISSATISFIERS

8

• MEASUREMENT
• INDIVIDUAL DIFFERENCES
• CULTURAL DIFFERENCES
• S P / P S
• CONCLUSION
• APPEAL TO MANAGERS
• JOB ENRICHMENT
• MORE RESEARCH
• CONCEPTUAL PROBLEMS
• INDIVIDUAL DIFFERENCES IGNORED
• IGNORES COMPLEXITY OF PERSON-JOB-INTERACTION

9
JOB DESIGN

• INTRODUCTION
• WORK SIMPLIFICATION
• JOB ROTATION
• JOB ENLARGEMENT
• JOB ENRICHMENT
• JOB CHARACTERISTICS MODEL
• CORE JOB CHARACTERISTICS
• CRITICAL PSYCHOLOGICAL STATES
• GROWTH NEED STRATEGY

10

• MPS (SKILL VARIETY TASK IDENTITY TASK
  SIGNIFICANCE ) X AUTONOMY X EEDBACK
• MOTIVATING 3
• POTENTIAL
• SCORE
• NOT FOR EVERYONE
• APPLYING THE MODEL

11

• PROBLEMS WITH WORK DESIGN
• OVERCOMING THOSE PROBLEMS
• PRINCIPLES FOR RE-DESIGNING WORK
• ETHICAL ISSUES
• THE FUTURE