Maslow’s hierarchy of needs and Alderfer’s ERG theory are need-based theories of motivation. What are some key criticisms

Maslow’s hierarchy of needs and Alderfer’s ERG theory are need-based theories of motivation. What are some key criticisms of Maslow’s theory and how does Alderfer’s theory modify that of Maslow?

Maslow’s research was done in the clinical setting, which raises questions as to its applicability in the workplace, especially since it lacks empirical support. Further, the model proposes that needs are hierarchically ranked and that as one need is satisfied, the next higher order need becomes the focus of effort. Yet one can observe individuals who, while pursuing a higher order need, seem to stay motivated not only by that need but aspects of the previous one. For example, if an individual were ever so poor that he had no food and was homeless, even after becoming somewhat successful, the fear of a return to homelessness might still drive him to some degree. Consistently, research has not supported the argument that only one need is dominant at any time or that once satisfied, a need is not motivating.

Alderfer’s model addresses some of these concerns, first by offering needs in a categorical framework (existence, relatedness and growth) rather than a hierarchical mode. This representation suggests that more than one need can be motivating at any one time. In addition, Alderfer offers a “frustration-regression” hypothesis in his model, suggesting that if individuals become frustrated in pursuing a specific need, they may regress to another need for motivating behavior. In short, Alderfer suggests that more than one need may be motivating at any time.

145. Herzberg has been strongly criticized for his research finding that salary is a hygiene factor. Describe the nature of hygiene factors and how salary fits this category. What are the implications of this finding for managers in the workplace?

Hygiene factors are ones that are found in the context of the job environment. Herzberg argues, based upon his study, that these factors are those one would expect to have in his environment. For example, the physical environment should be one free from hazards, where it is not too hot or too cold in which to work. The worker, is, in essence, neutral when these environmental factors are as expected. Only when the factors are unexpected and problematic does the employee react and then he expresses dissatisfaction. For example, if the air conditioning in an office is broken during the summer months, sweltering employees will complain, likely very loudly. Herzberg contends that salary fits this profile. Clearly employees expect a certain level of salary, at least minimum wage, only when their pay is not at the level of the market, for example, will they complain about it and begin to pursue other options.

The important implications of Herzberg’s theory are that while managers need to be aware of environmental factors and their improvement, they are not sufficient to motivate an employee. Context factors matter because when they are absent, employees are dissatisfied. The job and its content also must be addressed.

146. McClelland’s acquired needs theory has been assessed in various cultures. Choose a country with whose culture you have some familiarity. Describe some key aspects of the culture and which of the three needs might be most prevalent among residents of the country. Provide a rationale for your suggestions.

Answers will vary. One general example: Latin American cultures tend to focus on close-knit work groups with strong interpersonal interactions between individuals. One professor’s personal experience is that Latin American workers are extremely attuned to each other’s likes and dislikes. Mentioning that you like an individual’s shirt could very likely result in your receipt of a gift box the next day, containing an identical shirt. Clearly these specific examples reflect a need for affiliation orientation.

147. You are a trained expert in interpreting the themes of responses to the TAT. You get the following story based on the respondent’s viewing the TAT picture in your book: Jacqueline is a recent graduate of The University of Michigan, now employed as a marketing specialist at a Fortune 500 firm. She has just completed her first marketing campaign for the firm. The campaign was a major success. She is looking once more at the plaque the vice president of marketing awarded her to commemorate the campaign’s success. Analyze this story to determine the key themes, then indicate which of McClelland’s needs seem most prevalent and what the implications are for managing this employee.

Themes: success: Graduate of major research university, primary force behind outstanding marketing campaign and recipient of plaque commemorating the event.

Goal-oriented: graduate, coordinator of marketing campaign

Feedback-oriented: enjoying plaque received.

The McClelland theme which best describes Jacqueline is need for achievement. The best way to manage Jacqueline is to continue to provide her with situations in which she can create and achieve goals and then provide her the feedback that recognizes the successes achieved. Those high in need for achievement meet deadlines, come up with innovative ideas and achieve success. Managers simply need to support these dimensions.