I. Maslow’s Need Theory?

Maslow's hierarchy of needs is a motivational theory in psychology

comprising a five-tier model of human needs, often depicted as
hierarchical levels within a pyramid. According to the theory, the highest
priority basic needs of the individual should be fulfilled first before
moving forward. Maslow have depicted his theory, on the basis of the
importance, in a triangular form, with the bottom layer caring the more
value and then moving upward. It’s consists of five level:

i. Physiological needs - these are biological requirements for human

survival, e.g. air, food, drink, shelter, clothing, warmth, sex, sleep.

If these needs are not satisfied the human body cannot function
optimally. Maslow considered physiological needs the most
important as all the other needs become secondary until these needs
are fulfilled.
ii. Safety needs - Once an individual’s physiological needs are
satisfied, the needs for security and safety become salient. People
want to experience order, predictability and control in their lives.
These needs can be fulfilled by the family and society.
iii.  Love and belongingness needs - After physiological and safety
needs have been fulfilled, the third level of human needs is social
and involves feelings of belongingness. The need for interpersonal
relationships motivates behaviour.
Examples include friendship, intimacy, trust, and acceptance,
receiving and giving affection and love. Affiliating, being part of a
group (family, friends, work).
iv. Esteem needs are the fourth level in Maslow’s hierarchy - which
Maslow classified into two categories: (i) esteem for oneself
(dignity, achievement, mastery, independence) and (ii) the desire
for reputation or respect from others (e.g., status, prestige).
v. Self-actualization needs are the highest level in Maslow's
hierarchy, and refer to the realization of a person's potential, self-
fulfilment, seeking personal growth and peak experiences. Maslow
(1943) describes this level as the desire to accomplish everything
that one can, to become the most that one can be.

The first four division of Maslow’s Need theory is the basic requirement of all
individual, it is required for their mental peace and stability. Therefore, every human being
strives to achieve it to live a happy and content life. But the meaning of Self-Actualization
differs individually. Growth, development, surrounding and life experience differ from
person-to-person and thus different meaning of potential, goal and desire.
For example, one individual may have a strong desire to become an ideal parent. In another,
the desire may be expressed economically, academically or athletically. For others, it may be
expressed creatively, in paintings, pictures, or inventions.
Accordingly, an individual can be motivated based on their hierarchy of needs. In an
organization, the employee can be helped to achieve his personal goal within the organization
and by moving up in the hierarchy of his need theory as well as of that of the organization.

II. Herzberg’s motivation theory?

Herzberg’s Motivation Theory model, or Two Factor Theory, states that there are
two factors that an organization can adjust to influence motivation in the workplace.

These factors are:

a. Motivating Factors:
Motivation is one of the factors that makes an employee work harder. It plays
a huge role in getting the work done by employee, that too effectively and
efficiently. They are generally found within the actual job itself.

Motivating factors include:

 Achievement: A job must give an employee a sense of achievement.

This will provide a proud feeling of having done something difficult
but worthwhile.
 Recognition: Establishing a name for yourself lay a very high degree
of importance for anyone. A job must provide an employee with praise
 and recognition of their successes. This recognition should come from
both their superiors and their peers.
 The work itself: The job itself must be interesting, varied, and provide
enough of a challenge to keep employees motivated. Monotonous and
stagnant job loses it motivating factor thus reducing the efficiency of
the employees.
 Responsibility: Employees should “own” their work. They should
hold themselves responsible for this completion and not feel as though
they are being micromanaged. Continuous monitoring my make
employees feel that the employer doesn’t trust their competency or
their way of doing work is not appreciated.
 Advancement: Promotion opportunities should exist for the employee,
not on in their life wants to be stagnant for too long.
 Growth: The job should give employees the opportunity to learn new
skills. This can happen either on the job or through more formal
training.

b. Hygiene Factors:
The absence of hygiene factors will cause employees to work less hard.
Hygiene factors are not present in the actual job itself but surround the job.

Hygiene factors include:

 Company policies: These should be fair and clear to every employee.

They must also be equivalent to those of competitors.
 Supervision: Supervision must be fair and appropriate. The employee
should be given as much autonomy as is reasonable, micromanagement
and leniency should be balanced.
 Relationships: There should be no tolerance for bullying or cliques. A
healthy, amiable, and appropriate relationship should exist between
peers, superiors, and subordinates. Healthy relationship between
employees plays a huge role for employee motivation, giving them
feeling of belongingness, helps in employee retention.
 Work conditions: Equipment and the working environment should be
safe, fit for purpose, and hygienic.
 Salary: The pay structure should be fair and reasonable. It should also
be competitive with other organizations in the same industry.
 Status: The organization should maintain the status of all employees
within the organization. Performing meaningful work can provide a
sense of status.
 Security: It is important that employees feel that their job is secure and
they are not under the constant threat of being laid-off.
The impact of motivating and hygiene factors is summarized in the following diagram.
Motivators referred to as factors for satisfaction, and hygiene factors referred to as factors for
dissatisfaction.

III. McClelland’s Need theory?

Need theory, also known as Three Needs Theory, proposed by psychologist David
McClelland, is a motivational model that attempts to explain how the needs for
achievement, power, and affiliation affect the actions of people from a managerial
context. This model was developed in the 1960s; two decades after Maslow's
hierarchy of needs was first proposed in the early 1940s. McClelland stated that we all
have these three types of motivation regardless of age, sex, race, or culture. The type
of motivation by which each individual is driven derives from their life experiences
and the opinions of their culture.

The three Need Theory are:

 Need for achievement:

They prefer working on tasks of moderate difficulty, prefer work in which the
results are based on their effort rather than on anything else, and prefer to
receive feedback on their work. Achievement based individuals tend to avoid
both high-risk and low-risk situations. Low-risk situations are seen as too easy
 to be valid and the high-risk situations are seen as based more on the luck of
the situation rather than the achievements that individual make. This
personality type is motivated by accomplishment in the workplace and an
employment hierarchy with promotional positions.

 Need for affiliation:

People who have a need for affiliation prefer to spend time creating and
maintaining social relationships, enjoy being a part of groups, and have a
desire to feel loved and accepted. People in this group tend to adhere to the
norms of the culture in that workplace and typically do not change the norms
of the workplace for fear of rejection. This person favors collaboration over
competition and does not like situations with high risk or high uncertainty.
People who have a need for affiliation work well in areas based on social
interactions like customer service or client interaction positions.

 Need for power:

People in this category enjoy work and place a high value on discipline. The
downside to this motivational type is that group goals can become zero-sum in
nature, that is, for one person to win, another must lose. However, this can be
positively applied to help accomplish group goals and to help others in the
group feel competent about their work. A person motivated by this need
enjoys status recognition, winning arguments, competition, and influencing
others. With this motivational type comes a need for personal prestige, and a
constant need for a better personal status.

IV. ERG Theory?

Clayton P. Alderfer's ERG theory from 1969 condenses Maslow's five human
needs into three categories: Existence, Relatedness and Growth.

Existence Needs:
Include all material and physiological desires (e.g., food, water, air, clothing,
safety, physical love and affection). Maslow's first two levels. The first two
level is bare minimum required for basic existence. This is enough for survival
and living a happy life if they don’t derive it from materialistic things. Monks
and ascetic people live a life just on existential needs.

Relatedness Needs:
Encompass social and external esteem; relationships with significant others
like family, friends, co-workers and employers. This also means to be
recognized and feel secure as part of a group or family, giving people a feeling
of belongingness and make them mentally secure socially. Maslow's third and
fourth levels.

Growth Needs:
Internal esteem and self-actualization; these impel a person to make creative
or productive effects on himself and the environment (e.g., to progress toward
one's ideal self). Maslow's fourth and fifth levels. This includes desires to be
creative and productive, and to complete meaningful tasks.
Even though the priority of these needs differs from person to person,
Alderfer's ERG theory prioritizes in terms of the categories' concreteness.
Existence needs are the most concrete, and easiest to verify. Relatedness needs
are less concrete than existence needs, which depend on a relationship
between two or more people. Finally, growth needs are the least concrete in
that their specific objectives depend on the uniqueness of each person.
V. Vroom’s Expectancy Theory?

Expectancy theory (or expectancy theory of motivation) proposes that an

individual will behave or act in a certain way because they are motivated to select a
specific behavior over others due to what they expect the result of that selected
behavior will be. In essence, the motivation of the behavior selection is determined by
the desirability of the outcome. However, at the core of the theory is the cognitive
process of how an individual processes the different motivational elements. This is
done before making the ultimate choice. The outcome is not the sole determining
factor in making the decision of how to behave.
Expectancy theory is about the mental processes regarding choice, or choosing.
Victor H. Vroom (1964) defines motivation as a process governing choice among
alternative forms of voluntary activities, a process controlled by the individual. The
individual makes choices based on estimates of how well the expected results of a
given behavior are going to match up with or eventually lead to the desired results.
Motivation is a product of the individual's expectancy that a certain effort will lead to
the intended performance, the instrumentality of this performance to achieving a
certain result, and the desirability of this result for the individual, known as valence.

1. Give example of one company and their employee motivation process?

Google is known for its unique work for maintaining the motivation of their
employees. They try to keep their employees happy to maximize productivity.
On Fortune magazine's list of the best companies to work for, Google ranked
first in 2007, 2008 and 2012, and fourth in 2009 and 2010. Google was also
nominated in 2010 to be the world's most attractive employer to graduating
students in the Universum Communications talent attraction index. Google's
 corporate philosophy includes principles such as "you can make money
without doing evil," "you can be serious without a suit," and "work should be
challenging and the challenge should be fun."

Google uses a policy known as Innovation Time Off, where Google

engineers are encouraged to spend 20% of their work time on projects that
interest them. The objective of the program is to inspire innovation in
participating employees and ultimately increase company potential. The 20%
Project was influenced by a comparable program, launched in 1948, by
manufacturing multinational 3M which required employees to dedicate
fifteen-percent of their paid hours to a personal interest.

Motivation Theories used by Google Incorporation:

Maslow’s Hierarchy of Needs:

Maslow’s application in Google Inc., is that employees will not be fully motivated unless
their basic needs are met. Here at Google the employees are allowed to take off time to spend
with their family. Google Incorporation, understands that they have a responsibility to allow
employees to have a life outside of work.

Theories of Motivation:

Herzberg’s Two Factor Theory:

Google Inc. uses the Herzberg’s theory to make its leadership well aware of the fact that they
must provide hygiene factors to avoid employee dissatisfaction, but also must provide factors
intrinsic motivators to the work itself in order for employees to be satisfied with their jobs.

McClelland’s Theory of Motivation:

The application of McClelland's theory of needs in Google Inc. is that employees with
different needs are motivated differently. Those with high needs for achievement should be
given challenging projects with reachable goals. Those who seek a need for affiliation should
be placed in groups that can work as a team. Those who have a need for power should be
given an opportunity to manage others.” McClelland's theory allows for placing individuals
to match a person’s emotional needs to certain job design.

Incentive Theory of Motivation: A theory introduced by B.F. Skinner, that focuses on

motivation and behaviour, the Incentive Theory of Motivation involves the concepts of
conditioning and positive reinforcement. The theory is one of the motivation theories that are
promoted by behaviourists.

The Hawthorne Effect: The Hawthorne effect shows how managers can motivate
employees to work more efficiently, with quality work at the maximum rate of return.
Something more than pay incentives to improve the employees’ output within work groups.
One of the concepts that leaders can derive from this historic discovery is that leaders must
find ways to motivate and reward their employees besides the perceived rewards of being
employed and having a pay incentive.