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  This theory emphasized the use of scientific procedures to
study the psychological, sociological and anthropological aspects of human behavior in organizations.
This is important in order to be an effective individual in an organization or group.

 

 
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—Ê ›pril 1, 1908 in Brooklyn, New York- He was the first of seven children born to his parents, who
themselves were uneducated Jewish immigrants from Russia
—Ê He was slow and tidy, and remembered his childhood as lonely and rather unhappy- ›ccording
to Maslow, he was lonely because he was the only Jewish boy in a non Jewish environment, so
he grew up in libraries and among books
—Ê He went to graduate school at the University of Wisconsin to study psychology- ›lthough he
pursued law, he went on to graduate in psychology
—Ê He married his first cousin Bertha in December 1928
—Ê hrofessor Harry Harlow- While he was in the University of Wisconsin, He met his first mentor,
hrofessor Harry Harlow
—Ê ÷riginal line of research- Investigated primate dominance behavior and sexuality
—Ê He went on to further research at Columbia University- To continue similar studies
—Ê ›lfred ›dler- While he was in Columbia University, he met another mentor who was one of
Sigmund Freud's early colleagues
—Ê He received his B› in 1930, his M› in 1931, and his hhD in 1934- ›ll in psychology, all from the
University of Wisconsin
—Ê He was faculty of Brooklyn college
—Ê ›nthropologist Ruth Benedict and Gestalt psychologist Max Wertheimer- In New York, he found
2 more mentors whom he admired both professionally and personally. Ruth Benedict and Max
Wertheimer These two were so accomplished in both realms, and such "wonderful human
beings" as well, that Maslow began taking notes about them and their behaviour. This would be
the basis of his lifelong research and thinking about mental health and human potential
—Ê He wrote extensively on the subject, borrowing ideas from other psychologists but adding
significantly to them, especially the concepts of a hierarchy of needs, metaneeds,
metamotivation, self-actualizing persons, and peak experiences.
—Ê He became the leader of the humanistic school of psychology in 1950s and 1960s- Referred to as
the "third force" -- beyond Freudian theory and behaviourism
—Ê 1967 Humanist of the Year- ›merican Humanist ›ssociation
—Ê Hierarchy of Needs- This theory comprises of five categories which is according to ›braham
Maslow, the essential needs of humans in order to survive
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1)  !"#"$!%&# '(() - this is the first and the most important needs of human beings according to
Maslow. This includes that which covers the health and security of the people like the need for oxygen,
water and sleep. This is the most integral part of humans to survive. This is closely linked to the health of
the people.

2) &*(
- this talks about the security of the person, the need to feel comfortable and at ease. This is
achieved when an individual is free from danger, threat and deprivation

3) "+(- this talks about the affectionate relationship of an individual to other people. the need of
companionship to every human beings is always important for an individual to feel accepted and
recognized which would affect his self esteem.

4) 
((,- it comprises of self-respect, positive self evaluation, and regard by others. Maslow noted two
versions of esteem needs, a lower one and a higher one. The lower one is the need for the respect of
others, the need for status, fame, glory, recognition, attention, reputation, appreciation, dignity, even
dominance. The higher form involves the need for self-respect, including such feelings as confidence,
competence, achievement, mastery, independence, and freedom.

5) (#*&%
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(in contrast to deficit motivation), being needs and self-actualization. It is composed of self fulfillment
and achievement.

In Maslow͛s theory, the physical needs or the physiological needs stand as the most important. It should
be met first in order to meet the next categories, in order to achieve self actualization. ÷nce a need is
satisfied, it is no longer a motivator, and the next need becomes prepotent
 
 

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÷ne of the most influential names in business management

—Ê !
"*"##($("*(3"24 ›ttended the school but left part way through his studies to enlist
in the army
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!"'&,5 ›s a patrol sergeant, he was a firsthand witness of the camp. He
believed that this experience, as well as the talks he had with other Germans living in the area
was what triggered his interest in motivation.
 was the first Nazi concentration camp opened in Germany, located on the grounds of an
abandoned munitions factory near the medieval town of Dachau, about 16 km northwest of
Munich in the state of Bavaria, which is located in southern Germany. This entrance door to this
concentration camp marks words uttered by Hitler, meaning through hard work one will be free.
These words served as a purpose of motivation to the inmates. They thought they could be
freed through hard work when in reality this was not true and the only thing awaiting them was
death.
—Ê !
"##($(!'c   it the school and the year that he graduated
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6-2$to undertake post-graduate workplace while teaching as a professor of
psychology at Case Western Reserve University in Cleveland
—Ê -'!+(2 !
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& Where he held the position of professor of management in the college of
business
—Ê Most famous for introducing job enrichment and the Motivator-Hygiene theory
—Ê His 1968 publication "÷ne More Time, How Do You Motivate Employees?" had sold 1.2 million
reprints by 1987 and was the most requested article from the Harvard Business Review

     

 

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! *!(2 These factors do not lead to higher levels of
motivation but they must be maintained in quantity and quality to prevent dissatisfaction. They become
dissatisfiers when not equitably administered, causing low performance and negative attitudes. It
includes the work and organizational environment

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! *!(2 It involves what people actually do on the job and should be engineered into
the job employees in order to develop intrinsic motivation in the workforce. They create opportunities
for high satisfaction, high motivation and high performance. The individual must be free to attain them.
Herzberg͛s research was criticized for its limited sample of accountants and engineers and for being
simplistic.

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He earned an ›.B in 1932
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He earned a M.› and hh.D. in psychology
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is where he became a Management hrofessor
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(252! (Book he authored in 1960 which had a profound influence on
education practices.
 In the book he identified an approach of creating an environment within which employees are
motivated via authoritative, direction and control or integration and self-control, which he
called theory X and theory Y, respectively. Theory Y is the practical application of Dr. ›braham
Maslow's Humanistic School of hsychology, or Third Force psychology, applied to scientific
management.


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 10 

-the theory assumes that people dislike work and will avoid it; consequently, workers must be directed,
controlled, coerced and threatened so that organizational goals can be met. The task of the manger
based on this view, is to exercise strict control over his subordinates to ensure that the work is carried
out properly

—Ê Because of their dislike for work, most people must be controlled and threatened before they
will work hard enough.
—Ê The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires
security above everything.
 —Ê These assumptions lie behind most organizational principles today, and give rise both to ͞tough͟
management with punishments and tight controls, and ͞soft͟ management which aims at
harmony at work.
—Ê Both these are ͞wrong͟ because man needs more than financial rewards at work, he also needs
some deeper higher order motivation- the opportunity to fulfill himself.
—Ê Theory X managers do not give their staff this opportunity so that the employees behave in the
expected fashion.


 

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-It is the manager͛s assumptions that people do not inherently dislike work and that work can be
a source of satisfaction. The task of the manager according to this theory is to provide oppurtunities for
the subordinates to be creative, allow participation and encourage incentives such as praise and
recognition.

—Ê The expenditure of physical and mental effort in work is as natural as play or rest.
—Ê Control and punishment are not the only ways to make people work, man will direct himself if
he is committed to the aims of the organization.
—Ê If a job is satisfying, then the result will be commitment to the organization.
—Ê The average man learns, under proper conditions, not only to accept but to seek responsibility.
—Ê Imagination, creativity, and ingenuity can be used to solve work problems by a large number of
employees
—Ê Under the conditions of modern industrial life, the intellectual potentialities of the average man
are only partially utilized.