Alderfer's Core Needs Theory

Clayton P. Alderfer (1972), of Yale University, reformulated Maslow’s theory, to align it more closely with empirical research. According to Aldefer, there are three groups of core needs-Existence, Relatedness and Growth coded as (ERG THEORY.). The ERG model and Maslow’s theory are similar. Aldefers three cores needs include the five needs of Maslow’s need hierarchy and also defined the differences between the two theories. First of all, Alderfer has recognized that more than one need can be operative at the same time, and second, if the gratification of a higher level need is stifled, the desire to satisfied lower level needs icrease.In general, ERG theory represents a more valid version of the Maslowian need hierarchy. Robbins (2005) puts

MCCLELLAND’S ACQUIRED NEEDS THEORY
McClelland (1975) focus on the following three needs; achievements, power, and affillation, he defines three needs as follows;
Need for achievement; an individual feels the need to excel to achieve and to succeed. In simple words, it is the desire to influence and control others and ones behavior has impact on ones colleagues.
Need for power; An individual feels the need to make others behave in a way they would not have behaved otherwise. People have the desire of recognition, they prefer to co-operate with people, to have friends, they avoid the competition and they involved themselves in mutual understanding. In hi need category, people take personal responsibility, they provide feedback and they take high of risks.
According to McClelland’s theory, managers need to do the

He interviewed hundreds of workers about times when they were highly motivated to work and other times when they were dissatisfied and unmotivated at work and whether they lead to extreme satisfaction or extreme dissatisfaction. He found that the factors leading satisfaction were different from those leading to dissatisfaction and they cannot be considered as opposites of one another (Herzberg, 1966). Herzberg argued that two entirely different channels lead to an employee’s actions at work: hygiene factors and motivators. Hygiene factors refer to the presence or absence of job dissatisfies. When hygiene factors are reduced, work is dissatisfying. They are considered maintenance factors that are significant to reduce or eliminate dissatisfaction but they do not themselves lead to the satisfaction and motivation of personnel. That is, they only retain employees in the job. In line with Herzberg’s view, unsafe working conditions or a noisy work environment will lead employees to be dissatisfied with their job but their removal will not lead to a high level of motivation and satisfaction. Some other examples of hygiene factors are salary, status, security, supervision, and company policy. On the other hand, motivators, leading to satisfaction, are linked with the nature of the work itself. They are those job-related practices such as assigning of