Question 4 (a)
Motivation and Maslow's need hierarchy theory
9 marks
- Time to write
- About 18 minutes
- Notes
- Crux notes
Question
Question 4 (a) · 9 marksWhat is motivation? Discuss the need hierarchy theory of Maslow?
Reworded from the university paper; the task is the same. The original paper belongs to the University of Delhi. See DU's question bank.
Before you write
Read off the question and its marks
Read from the question
- What…?Discuss…?Two asks in one question: answer both.
Write it in this order
- Read; underline the asks; jot your points 1 min
- 1 Meaning of motivation 1½ marks 1 min
- 2 The five levels and propositions of Maslow's theory 4½ marks 9 min
- 3 Implications for managers 2 marks 4 min
- 4 Evaluation 1 mark 2 min
- Check: every ask answered, key terms underlined 1 min
Easy marks
- Meaning of motivation (step 1, 1½ marks): a clear definition and a line on what it covers. It opens the answer, so it takes a minute or two.
Short on time? Keep step 1 short. Trim steps 2 and 3 evenly rather than skip one: each is capped at its own marks. End with step 4 in a line or two.
Try it first. About 18 minutes for 9 marks. Write it out, then open the solution.
Solution
Hover or tap a marked figure, like 72,000, to see how it is made and where else it appears.
Motivation is the inner drive that makes a person willing to put in effort and to keep at it until a goal is reached, and the manager's task of arousing that drive. It arises from needs: an unsatisfied need creates tension, which drives behaviour aimed at satisfying it; when the need is satisfied, the tension falls and a new need arises. In an organisation, motivation means creating conditions in which employees work willingly and well. It is an internal, continuous and complex process; it may be financial (pay, bonus) or non-financial (recognition, security, responsibility), and positive or negative.
1A hot meal and a cot at the end of a long day.
Physiological needsFood, water, a roof, rest.
2An appointment letter in hand: the job, and the sleep, are safe.
Safety (security) needsFreedom from danger and from the fear of losing one's livelihood.
3Tiffin open, the whole table laughing him into the group.
Social (belonging) needsBeing liked and accepted by others.
4The office claps as he takes the award.
Esteem needsRespect from others and a good opinion of oneself.
5Lamp on at midnight, he draws for no one but himself.
Self-actualisation needsThe urge to grow into the fullest version of oneself.
Maslow's need hierarchy theory
Abraham H. Maslow, a psychologist, proposed in 1943 that human needs form a hierarchy of five levels, from the most basic to the highest:
- Physiological needs: food, water, shelter, clothing, sleep. In an organisation: basic pay and decent working hours.
- Safety or security needs: protection from physical harm and economic insecurity. In an organisation: job security, safe conditions, insurance, pension.
- Social (affiliation) needs: love, friendship, belonging and acceptance. In an organisation: friendly co-workers, team membership, supportive supervision.
- Esteem needs: self-respect, status, recognition and attention from others. In an organisation: titles, praise, awards, responsibility.
- Self-actualisation needs: the drive to realise one's full potential. In an organisation: challenging work, creativity, growth and autonomy.
Main propositions. People are motivated by unsatisfied needs; a satisfied need no longer motivates; needs arise in order, from lower to higher; and a higher need becomes important only when lower needs are reasonably satisfied. Physiological and safety needs are lower-order (largely met externally); social, esteem and self-actualisation needs are higher-order (largely met internally).
- Find out which level of need is dominant for each employee and offer matching incentives.
- Pay fair wages and provide security before expecting higher motivation.
- Build teams and a friendly culture for social needs.
- Recognise achievement and give responsibility for esteem needs.
- Offer challenging work, training and career growth for self-actualisation.
Example. A factory worker supporting a family may value overtime pay and job security most; a senior engineer in the same firm, well paid and secure, is motivated more by recognition and the chance to lead a new project.
Merits: simple and intuitive; draws attention to non-financial needs; useful as a guide for designing incentives. Criticisms: needs do not always follow the order; several needs may operate together; the hierarchy may differ across cultures and individuals; and needs are hard to measure. Despite these limits, it remains the most widely used starting point for thinking about employee needs.
Where the 9 marks sit
| # | Component | Marks |
|---|---|---|
| 1 | Meaning of motivation | 1.5 |
| 2 | The five levels and propositions of Maslow's theory | 4.5 |
| 3 | Implications for managers | 2 |
| 4 | Evaluation | 1 |
| Total | 9 |
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