NAME: MAGNAYE, KIANNA MARIE M.

SECTION: ABM12-KURIEN

LEADING: ACTIVITY

Explain your understanding and cite an example for each:

a. Maslow's Hierarchy of Needs

- In psychology, Maslow's hierarchy of needs is a motivational theory containing a five-tier human needs
model, sometimes represented inside a pyramid as hierarchical tiers. From the bottom of the hierarchy
upwards, the needs are physiological (food and clothing), safety (job safety), love and belonging needs
(friendship), confidence, and self-actualization.

1. Physiological needs - these are biological requirements, such as air, food, drink, shelter, clothes,
comfort, sleep, for human life. The human body cannot act optimally if these needs are not met. As all the
other needs become secondary before these needs are fulfilled, Maslow considered physiological needs
the most important.

2. Security needs - Once the physiological needs of a person are met, the protection and safety needs
become salient. In their lives, people want to experience order, predictability and control. The family and
community will fulfill these needs (e.g. police, schools, business and medical care). For example,
emotional security, financial security (e.g. employment, social welfare), law and order, freedom from
fear, social stability, property, health and wellbeing (e.g. safety against accidents and injury).

3. Love and belonging requires - The third stage of human needs is social and includes feelings of
belonging after physiological and safety criteria have been met. Behavior motivates the need for
interpersonal partnerships. Friendship, intimacy, faith, and acceptance, receiving and giving affection and
love are examples. Affiliating, being part of a culture (family, friends, work).

4. Confidence needs - the fourth level which Maslow categorized into two categories: (i) self-esteem
(dignity, accomplishment, superiority, independence) and (ii) the desire for reputation or consideration
from others (e.g., status, prestige). Maslow stated that for children and teenagers, the desire for
recognition or prestige is most relevant and precedes true self-esteem or integrity.

5. Self-actualization - the highest level in the hierarchy of Maslow, which applies to the recognition of the
capacity of an individual, self-fulfillment, pursuing personal development and peak experiences. This
level is defined by Maslow (1943) as the desire to achieve all one can, to become the best one can be.
Individuals can rather clearly perceive or concentrate on this need. One person will, for instance, have a
strong desire to become an ideal parent. The desire may be politically, academically or athletically
expressed in another. It can be represented creatively, in drawings, photographs, or creations, for others.

b. Alderfer's ERG Theory

- The ERG theory on employee motivation by Alderfer looks at three levels of need: existence,
connectivity and growth. The ERG theory is an adaptation of Maslow's theory of the hierarchy of needs.
Alderfer performed observational experiments and made crucial adaptations to the theory of Maslow.
First, his updated model cuts down to just three stages of need: existence, relatedness and growth (ERG).
These apply to basic needs, social and external esteem, and self-actualization and internal esteem.

Secondly, Alderfer acknowledged that needs are not progressive. Even if they work in an unpleasant and
ill-equipped office, if they have internal self-esteem, a researcher can still come up with ground-breaking
research (Growth).

Thirdly, it can have a negative effect to concentrate on just one need at a time. If their development needs
are not fulfilled, an employee who has their basic life requirements in place can struggle with motivation.
The "frustration-regression principle" was defined by Alderfer; in such cases, workers return to other
needs. A chatty and disengaged-seeming worker, for example, who is discouraged by their lack of
progress, can channel their efforts to gain self-esteem from peers (Relatedness).

Examples:

We may have raised an eyebrow at Google’s unconventional bean bag-filled workspaces, rooftop
allotments and curriculum of ’employee to employee’ learning. However, what Google has done here is
to create a stimulating environment which encourages colleague interaction, informal learning
opportunities, and has comfy chairs. All ERG needs are met at once.

Glassdoor’s recent research into the UK’s best employers ranked Google as number 1, with Hiscox also
in the top ten. The insurance company rated well for encouraging autonomy, staff interaction, office space
and friendly management. Again, all ERG boxes are ticked.

c. McClelland's Acquired Needs of Theory

- The acquired-needs theory of psychologist David McClelland divides the needs of employees into three
groups. Achievement, affiliation, and power are these three groups.

The need for mastery guides workers who are strongly achievement-motivated. Instead of chance, they
prefer working on tasks of moderate difficulty in which results are the product of their effort. They value
receiving feedback about their job.

The need to build and sustain social relationships drives workers who are strongly affiliate-motivated.
They want to belong to a group and want to feel loved and welcomed. They do not make good executives
because they may think too much about how they can make others feel about them.

The ability to control, educate, or inspire others drives workers who are highly power-motivated. They
appreciate work and put a high emphasis on discipline. They can, however, take a zero-sum approach to
group work. For one individual to win or succeed, another person must lose or fail. However, if properly
channeled, this may promote group goals positively and make those in the group feel competent.
In work situations:

Individuals with varying needs are driven differently.

- High need for achievement (n-ach)

Challenging projects with attainable objectives should be granted to high achievers. They should be given
daily feedback. Even though money in itself is not an effective motivator. Rather, it is a type of feedback
that is efficient.

- High need for affiliation (n-affil)

Employees with a high membership need to work better in a cooperative environment.

- High need for power (n-pow)

Management should provide the ability for power seekers to manage others.

Notice that the acquired needs theory of McClelland allows for the shaping of the needs of a person;
training programs may be used to change the profile of one's needs.