Motivational Theory: Maslow's Hierarchy Of Needs

2.6 Motivational theory
2.6.1 Maslow’s hierarchy of needs
According to Chandler (2004, 41-43) the most widely-known theory of motivation was the one developed by Abraham Maslow in his book entitled Theory of Human Motivation typically referred to as the hierarchy of needs. Maslow constructed a hierarchy of five levels of basic needs. Beyond these needs, higher levels of needs exist. These include needs for understanding, appreciation and purely spiritual needs. In the levels of the five basic needs according to Maslow, a person does not feel the second need until the demands of the first have been satisfied or the third until the second has been satisfied. These needs were grouped as follows:

2.6.1.1 Physiological needs
Physiological needs

All these needs can be classified as achievement, affiliation or power. These motivational concepts lay emphasis on two concepts which are motive and the force of motive on employee behaviours within an organization. Motive is a characteristic of personality which tends to develop as personality emerges. The personal motives are frequently influenced by the hierarchy or higher position the employee intends to occupy within the organization and that motive will have a greater effect on the employee’s behaviour (Tosi et al, 2000, 137). Basically employees with high need for power are easily manipulated and controlled. Employees with such desires are demanding in nature, forceful in manners, ambitious and can be motivated to perform when assigned vital positions or power positions within the organization. Affiliation is a need for human companionship. Employees with high need for affiliation tend to differ from those with lower need. Individual employees with high needs tend to desire for encouragement and appreciation from others. These employees with high affiliation are motivated by being recognized for their effort. Furthermore, McClelland stated that employees with achievement motives are motivated by the challenge of success and the fear of failure. These employees tend to be very analytical in nature and are prepared to take certain risks beyond their capabilities for the success of their organization. Such employees are usually motivated when they are able to identify a scanty vacuum of success within the organization. Through very careful observation McClelland realized that with the advancement in hierarchy the desire for power and achievement tend to be increasing at the disadvantage of affiliation (Tosi et al, 2000,