2. accompanyfood & water, air, sleep, sex ...safety of body,
employment,health, property ...tribe, family,friendship,
brandsocial networkself-esteemrespect
()trueselfreachingpotentialvaluesSelf-actualizationSelf-esteemBelongingSafetyPhysiol.A.
Maslowhierarchy of needs Needs Hierarchy Lower level needs to
befullled before higher-levelneeds can come to bear 3. accompanyD.
McClellandMotivations Need for achievement (nAch) drive toexcel, to
achieve, to succeed. Need for power (nPow) inuence, lead, have
animpact, be in charge. Need for afliation (nAff) desire for
friendlyand close interpersonal relationships (need to be
liked?)David McClelland The Achieving Society [1961] 4. accompanyF.
HerzbergDual factor theoryMotivators Achievement Recognition Work
Itself Responsibility Promotion GrowthFrederick Irving Herzberg
[1923 - 2000] 5. accompanyFrederick Irving Herzberg [1923 -
2000]Hygiene Factors Pay and Benets Company Policies Relationships
with others Supervision Status Job Security Working Conditions
Personal lifeF. HerzbergDual factor theory 6. accompanyE. LockeGoal
setting theoryFrederick Irving Herzberg [1923 - 2000] 7.
accompanyV.VROOMValence & Expectancy Theory 8. accompanyJS
AdamsEquity Theory 9. accompanyMcGregorAssumptions of theory X
Employees do not like to work and will seekto avoid it. Therefore,
they have to be forced orthreatened. Employees avoid responsibility
and needdirections. Most workers display little ambition.Theory X /
Theory YAssumptions of theoryY Physical and mental effort at work
is natural. People do exercise self-control and self-direction when
committed to theorganizations goals. Average human beings are
willing to takeresponsibility and exercise imagination,ingenuity
and creativity. People have potential.This organization will be
authoritarian in nature. This organizations will be participative
in natureThe aims of the organization and of the individualsare
aligned 10. accompanyMalone & LepperIntrinsic / Extrinsic
Motivation
