INTRODUCTION ~

Maslow’s Hierarchy
Of Needs Theory

Saad Ahmed Khan

Faizan Ahmed Khan
 Motivation
 Defined as the psychological forces within a
person that determine:
1) direction of behavior in an organization;
2) the effort or how hard people work;
3) the persistence displayed in meeting goals.
 Intrinsic Motivation: behavior performed for its own
sake.
 Motivation comes from performing the work.
 Extrinsic Motivation: behavior performed to acquire
rewards.
 Motivation source is the consequence of an action.
CONTEMPORARY APPROACHES
TO MOTIVATION
(1) Need Theories
(2) Process Theories
(3) Reinforcement Theories
 MASLOW’S theory

 Maslow's hierarchy of needs is a theory in

psychology, proposed by Abraham Maslow in
his 1943
 Physiological need
 Safety need
 Love and belonging
 Esteem
 Self actualization
 Physiological need
 For the most part, physiological needs are
obvious—they are the literal requirements for
human survival. If these requirements are not
met (with the exception of clothing, shelter,
and sexual activity), the human body simply
cannot continue to function.
 Safety needs
 With their physical needs relatively satisfied,
the individual's safety needs take priority and
dominate behavior. These needs have to do
with people's yearning for a predictable,
orderly world in which injustice and
inconsistency are under control, the familiar
frequent and the unfamiliar rare.
 Love and Belonging

 After physiological and safety needs are

fulfilled, the third layer of human needs are
social and involve feelings of belongingness.
 Esteem
 All humans have a need to be respected and to
have self-esteem and self-respect. Also known
as the belonging need, esteem presents the
normal human desire to be accepted and
valued by others.
 Self actualization
  This forms the basis of the perceived need for
self-actualization. This level of need pertains to
what a person's full potential is and realizing
that potential.
 Maslow’s Hierarchy of Needs
Need Level Description Examples

Self-
Self- Realize
Realizeone’s
one’s Use
Useabilities
abilities
Actualization
Actualization full
fullpotential
potential to
tothe
thefullest
fullest

Feel
Feelgood
good Promotions
Promotions
Esteem
Esteem about
aboutoneself
oneself &
&recognition
recognition

Social
Social Interpersonal
Interpersonal
Belongingness
Belongingness interaction,
interaction,love
love relations,
relations,parties
parties

Job
Jobsecurity,
security,
Safety
Safety Security, stability
Security, stability health insurance
health insurance

Food,
Food,water,
water, Basic
Basicpay
paylevel
level
Physiological
Physiological shelter
shelter to
tobuy
buyitems
items
Lower level needs must be satisfied before higher needs are
addressed.
 CONCLUSION

People are motivated to obtain outcomes at work to

satisfy their needs.
“ERG THEORY”
Zia Ahmed
 “ERG THEORY”
This is a theory of
human motivation, formulated by
Clayton Alderfer modeled after a
similar theory by Abraham Maslow.
“ERG THEORY”
 “ERG THEORY”
1. Existence needs:  Food, water, air, shelter,
clothing, safety, physical love and
affection.
2. Relatedness needs:  To be recognized and
feel secure as part of a group, a family, a
culture
3. Growth needs:  To progress toward one's
ideal self.
 “Existence Need”
co-relate to Maslow's first two levels. This
group of needs is concerned with providing
the basic requirements for material
existence, such as physiological and safety
needs. In a work context this need is
satisfied by money earned in a job for the
purchase of food, shelter, clothing, etc.
 “Relatedness Need”
co-relate to Maslow's third and fourth
levels. This group of needs focuses on the
desire to establish and maintain
interpersonal relationships with family,
friends, co-workers and employers. This
need includes the need to interact with
other people, receive public recognition,
and feel secure around people.
 “Growth Need”
co-relate to Maslow's fourth and fifth levels.
These needs are about the fulfillment of desires
to be creative, productive and to complete
meaningful tasks in order to build and enhance
a person’s self-esteem through personal
achievement. These needs are all about by
personal development. In a work context a
person's job, career, or profession can provide a
significant satisfaction of growth needs.
“Frustration Regression Principle”
The ERG theory acknowledges that if a
higher level need remains unfulfilled, the
person may regress to lower level needs
that appear easier to satisfy. This is known
as the frustration-regression principle.
“Diff between Maslow and ERG”

Non hierarchical .
The frustration-regression principle.
Varying needs
“X and Y Theory”

Israr Ahmed
Rohail Mir
HUMAN RESOURCES
MODEL:
 Theory X and Y are part of human
resources model. DOUGLAS
MCGREGOR’S theory of motivation
suggesting that managers have
radically different beliefs about how
best to use the human resources
employed by a firm.
THEORIES:
THEORY X managers who believe that
people are inherently uncooperative
and must be constantly punished or
rewarded …
THEORY X
ASSUMPTIONS
 According to McGregor, Theory X leadership assumes the following:
 Work is inherently distasteful to most people, and they will attempt to avoid work
whenever possible.
 Most people are not ambitious, have little desire for responsibility, and prefer to be
directed.
 Most people have little aptitude for creativity in solving organizational problems.
 Motivation occurs only at the physiological and security levels of Maslow's Needs
Hierarchy.
 Most people are self-centered. As a result, they must be closely controlled and
often coerced to achieve organizational objectives
 Most people resist change.
 Most people are gullible and unintelligent.
CONT…
 THEORY Y managers who believe
that people are naturally responsible
and self motivated to be productive
THEORY Y
ASSUMPTIONS
 Work can be as natural as play if the conditions are favorable.
 People will be self-directed and creative to meet their work and
organizational objectives if they are committed to them.
 People will be committed to their quality and productivity objectives if
rewards are in place that address higher needs such as self-fulfillment.
 The capacity for creativity spreads throughout organizations.
 Most people can handle responsibility because creativity and ingenuity
are common in the population.
 Under these conditions, people will seek responsibility.
EXPECTANCY THEORY

BY:
SALMAN HAIDER KAZMI
ABBAS HAIDER KAZMI
 Introduction

• Victor Vroom is a business school professor at the

Yale School of Management, who was born on 9
August 1932 in Montreal, Canada. He holds a PhD
from University of Michigan.
 Expectancy Factors
The expectancy theory says that individuals have
different sets of goals and can be motivated if they
believe that:
• There is a positive correlation between efforts and
performance.
• Favorable performance will result in a desirable
reward.
• The reward will satisfy an important need.
• The desire to satisfy the need is strong enough to make
the effort worthwhile.
 Thought Processes and Decisions
• Vroom’s Expectancy Theory:

“motivation equation”
Thought Processes and Decisions
Herzberg’s Two Factor Theory
HERZBERG’S TWO
FACTOR THEORY
Ali Mehmood Shah
M.Uzair Saeed
Frederick Irving Herzberg
17 April 1923 – 19 January 2000
TWO FACTOR THEORY

• The two-factor theory (also known as Herzberg's

motivation-hygiene theory) states that there are
certain factors in the workplace that cause job
satisfaction, while a separate set of factors cause
dissatisfaction.
Two-factor theory distinguishes between:

• Motivators
• Hygiene Factors 
Hygiene factor:
• Company policy
• Supervision
• Relationship with Boss
• Work conditions
• Salary
• Relationship with Peers
Motivation
• Motivation is the activation or energization of goal-
orientated behavior.
Intrinsic motivation:

• Intrinsic motivation refers to motivation that comes from

inside an individual rather than from any external or outside
rewards, such as money or grades.

Extrinsic motivation:
• Extrinsic motivation refers to motivation that comes from
outside an individual, rewards such as money or grades.
Motivators or Satisfaction Factors:

• Motivators give positive satisfaction, arising from

intrinsic conditions of the job itself, such as
recognition, achievement, or personal growth.
Motivators:
• Achievement
• Recognition
• Work itself
• Responsibility
• Advancement
• Growth
 conclusion
• Nevertheless, Herzberg and his associates have
rendered a valuable service to science and to
management through their efforts to apply
scientific methods to understanding complex
motivational problems at work and have
stimulated others to continue the search.
“REINFORCEMENT THEORY”

SHABBIR BILAL UMER SHAIKH

EVERY ACTION has a reaction
 REINFORCEMENT:

• “reinforcement refers to the procedure of presenting

or removing a stimulus to maintain or increase the
likelihood of a behavioral response”

OR

• “a process in which a response is strengthened by the

fear of punishment or the anticipation of reward “
• STIMULATION:
– any stimulating information or event; acts to
arouse actions
– some thing which cause response.
REINFORCEMENT THEORY:

•It is the more clear picture of the theory

of Thorndike “law of Effect” which says
that there is a consequence behind the
every action of human and animals.

•American behavioral psychologist B. F.

Skinner (1904–1990) conducted
experiments during the 1930s and 1940s
to prove that human and animal behavior
is based on response to reward and
punishment. Skinner designed an
enclosed, soundproof box equipped with
tools, levers, and other devices. In this
box, which came to be called the Skinner
box, he taught rats to push buttons, pull
strings, and press levers to receive a food
or water reward.
 OBJECTIVES:

The objective behind this box was to check the

association between the behavior and the
consequences for that behavior.

• He found the certain variables from that experiment

that reinforcement , punishment and extinction play
important role in the learning of behavior.
COMPONENTS OF THE THEORY:

– Reinforcement

• positive
• negative

– Punishment

• positive
• Extinction
• POSITIVE REINFORCEMENT:
These are the favorable events that are
presented after the particular or desired
behavior.
The positive reinforcement increase or
strengthen the behavior of subject.

• Skinner’s Example:
press the bar; get the food
• NEGATIVE REINFORCEMENT:
It involves the removal of unfavorable event
after the display of the behavior.
The behavior is strengthen by removing
unpleasant event.

• Skinner’s Example:
press the bar; stop the shock
 Kinds of Reinforcement
Positive reinforcement and avoidance can be used
to motivate desired behaviors by employees.

figure 6.5
Copyright © by Houghton Mifflin Company.
6-56
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• In both cases ( positive and negative reinforcement)
the behavior is strengthen.

• Skinner Example: The behavior of rat of pressing the

bar is increased in both case.
• PUNISHMENT:

1. Positive punishment

2. Negative punishment or extinction

• POSITIVE PUNISHMENT:

It is referred to as punishment by application, it involves the

presentation of an unfavorable event or outcome in order to
weaken the behavior.

• Skinner’s Example:
press the bar ; get the shock

• Organizational Example:
work overtime; get salary cutdown
• NEGATIVE REINFORCEMENT OR EXTINCTION:

In this case all the situation will be removed, nor reward not
punishment. Removal of all the event favorable or unfavorable is
known as extinction.

• Skinner’s Example:
press the bar; nothing happens

• Organizational Example:
work overtime; nothing happens
 Kinds of Reinforcement
Extinction and punishment can be used
to change undesired employee

figure 6.5
Copyright © by Houghton Mifflin Company.
6-62
All rights reserved.
 LIMITATIONS OF THE THEORY:

1- IDENTIFICATION:

Identification of more effective reward.

2- PUNISHING CONDITION:

Effective punishment demands certain requirements:

1) immediate
2) intense
3) unavoidable
4) consistent
3- REINFORCING A WHOLE GROUP:

The sheer size of a organization brings a very difficult

dimension into the proper application of reinforcement
theory.
4- ONLY REWARDS:

Reward Oriented Performance.

THANKYOU