Maslow's Motivational Factors

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*Assistant Professor, Department of Management Studies, Anna University (BIT Campus), Tiruchirappalli, Tamil Nadu, India
**Final year PG student, Department of Management Studies, Anna University (BIT Campus), Tiruchirappalli, Tamil Nadu, India

Abstract Motivation plays an important role in all public and private organizations. Without motivating their employees organizations can’t run and can’t achieve their goals. It is the descriptive survey addressed seven motivating factors in the context of employee motivation theory. To describe the ranked importance of the following seven motivating factors: (a) job satisfaction, (b) personal
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Maslow, the basis of Maslow 's motivation theory is that human beings are motivated by unfulfilled needs, and that certain lower factors need to be fulfilled before higher needs can be fulfilled. According to Maslow, there are general types of needs (physiological, survival, safety, love, and esteem) that must be gratified before a person can act unselfishly. He called these needs "inefficiency needs." As long as we are motivated to gratify these cravings, we are moving to growth, to self-actualization. Sufficient needs is healthy, while preventing fulfillment makes us sick or act evilly. According to various literatures on motivation, individuals often have problems reliably enunciating what they want from a job. Therefore, employers have ignored what individual’s say that they want, instead telling employees what they want, based on what managers believe most people want below the environments. Frequently, these decisions have been based on Maslow 's needs hierarchy, including the factor of prepotency. As a person advances through an organization, his employer supplies or provides opportunities to gratify needs higher on Maslow 's pyramid. Frederick (1959) has frustrated to modify Maslow’s need Hierarchy theory. His theory is also known as two-factor theory or Hygiene theory. He specified that there are certain satisfiers and dissatisfies for employees at work. Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question: “What do people want from their jobs?” He asked people to describe in detail, such situations when they felt especially good or especially bad. From the responses that he received, he determined that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He situations that presence of certain factors in the Organization is natural and the presence of

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