Bicol University

GRADUATE SCHOOL
Daraga, Albay

ROY S. ABRIQUE
MAELM 214 – Leadership Theories & Practices
1st Semester – Saturday 8:00 AM – 11:00 AM
Topic: Motivation and Motivators
The Hierarchy of Need Theory
The Motivation Hygiene Approach

What specific aspects of your current role or job keep you motivated and how do you
ensure that your motivation remains consistent over time?

Intrinsic or internal motivation – from within because it aligns with your interest,
passion and personal values

Extrinsic or external motivation – from outside or external factors that drive you to
do something
Maslow's Hierarchy of Needs Theory

Abraham Maslow's theory proposes that individuals have a hierarchy of needs that
influence their motivation and behavior. The hierarchy is often depicted as a pyramid
with five levels.

Physiological Needs

These are basic survival needs such as food, water, shelter, and sleep.

Safety Needs

Once physiological needs are met, individuals seek safety, stability, and
protection from harm.
 Safety needs can be fulfilled by the family and society (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 well-being (e.g., safety against accidents and injury).

Love and Belongingness Needs

This level encompasses the need for social connections, friendships,

intimacy, and a sense of belonging to groups.

Examples of belongingness needs include friendship, intimacy, trust,

acceptance, receiving and giving affection, and love.

Esteem Needs

Individuals desire self-esteem and the recognition and respect of others. This
includes feelings of achievement, mastery, and competence.

Maslow classified esteem needs 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).

Self-Actualization Needs

At the top of the hierarchy, self-actualization refers to the desire for personal
growth, realizing one's potential, and achieving a sense of fulfillment.

This level of need refers to what a person’s full potential is and the
realization of that potential.

Maslow (1943, 1987, p. 64) describes this level as the desire to accomplish
everything that one can, and “to become everything one is capable of
becoming”.

According to Maslow, individuals strive to satisfy lower-level needs before

progressing to higher-level needs. Leaders can apply this theory by understanding
the needs of their team members and providing opportunities for growth and
development.

The Motivation-Hygiene Approach

The Motivation-Hygiene Approach, also known as Herzberg's Two-Factor Theory,

was developed by Frederick Herzberg. This theory suggests that there are two
categories of factors influencing employee satisfaction and motivation.
MOTIVATION FACTORS

1. Advancement: Herzberg defined advancement as the upward and positive status

or position of someone in a workplace. Meanwhile, a negative or neutral status at
work represents negative advancement (Alshmemri et al., 2017, 2017).
2. The work itself: The content of job tasks can positively or negatively affect
employees. The job’s difficulty and level of engagement can dramatically impact
satisfaction or dissatisfaction in the workplace (Alshmemri et al., 2017, 2017).

Herzberg et al. (1959) argue that motivation factors are necessary to improve job
satisfaction.According to Herzberg, these motivators are intrinsic to the job and
lead to job satisfaction because they satisfy the needs for growth and self-
actualization (Herzberg, 1966).

3. Possibility for growth: Possibilities for growth exist in the same vein as Maslow’s
self-actualization; they are opportunities for a person to experience personal
growth and promotion in the workplace. Personal growth can result in
professional growth, increased opportunities to develop new skills and
techniques, and gaining professional knowledge (Alshmemri et al., 2017, 2017).
4. Responsibility: Responsibility encompasses both the responsibilities held by the
individual and the authority granted to the individual in their role. People gain
satisfaction from being given the responsibility and authority to make decisions.
Conversely, a mismatch between responsibility and level of authority negatively
affects job satisfaction (Alshmemri et al., 2017, 2017).
5. Recognition: When employees receive praise or rewards for reaching goals or
producing high-quality work, they receive recognition. Negative recognition
involves criticism or blame for a poorly-done job (Alshmemri et al., 2017, 2017).
6. Achievement: Positive achievement can involve, for example, completing a
difficult task on time, solving a job-related problem, or seeing positive results from
one’s work. Negative achievement includes failure to progress at work or poor
job-related decision-making (Alshmemri et al., 2017, 2017).
HERZBERG'S HYGIENE FACTORS

Hygiene factors are those which decrease job dissatisfaction. Herzberg, Mausner,
and Snyderman used the term hygiene about “medical hygiene…[which] operates to
remove health hazards from the environment” (1959; Alshmemri et al., 2017).

Herzberg also states that hygiene factors are extrinsic to the job and function in “the
need to avoid unpleasantness” (Herzberg, 1966).

1. Interpersonal relations: Interpersonal relationships involve the personal and

working relationships between an employee and his supervisors, subordinates,
and peers. This can manifest in, for example, job-related interactions as well as
social discussions in both the work environment and during informal break times.
2. Salary: Salary includes wage or salary increases and negative unfulfilled
expectations of wage or salary increases (Alshmemri et al., 2017).
3. Company policies and administration: Company policies and administration
include factors such as the extent to which company organization and
management policies and guidelines are clear or unclear. For example, a lack of
delegation of authority, vague policies and procedures, and communication may
lead to job dissatisfaction (Alshmemri et al., 2017).
4. Supervision: Supervision involves an employee’s judgments of the competence
or incompetence and fairness or unfairness of the supervisor or supervision. For
example, this could include a supervisor’s willingness to delegate responsibility or
teach, and their knowledge of the job. Poor leadership and management can
decrease job dissatisfaction (Alshmemri et al., 2017).
5. Working conditions: Finally, working conditions involve the physical surroundings
of the job and whether or not they are good or poor. Factors leading to a good or
poor workspace could involve the amount of work, space, ventilation, tools,
temperature, and safety (Alshmemri et al., 2017).

These theories and approaches provide valuable insights into

understanding motivation within the context of leadership and can help leaders
create environments that foster employee engagement, satisfaction, and high
performance.