McClelland's theory of acquired needs. Maslow's, McClelland's, and Herzberg's theories of motivation Growth needs are similar to Maslow's self-expression needs and also include those needs of the recognition and self-affirmation group that are associated

Taylor was one of the first to recognize the problem of employee motivation. He criticized the existing level of wages on the verge of a hungry human existence. He objectively defined the concept of “sufficient daily output” and proposed that workers be paid in proportion to their contribution. Additional wages were received only by those workers who produced more products than planned. As a result, the productivity of workers has increased markedly. According to Taylor, the task is to put a person in the right place, so that he feels that he is fully using his strengths and capabilities. The essence of his theory is determined by the following conceptual provisions:

man is a "rational being" who is concerned about increasing his income;
people react to economic situations individually;
people, like machines, can be subject to standardization;
all the workers want is a high salary.

Thus, Taylor made the “carrot and stick” motivation more effective.

A. Maslow's theory

A. Maslow's theory is known as the hierarchical theory of needs, or the "pyramid of needs". It is based on the study of human needs. Proponents of this theory (originated in the 40s of the twentieth century) believe that a person's behavior is determined by his needs. Maslow divided all human needs into five groups in a strict hierarchical sequence in the form of a pyramid (the base is physiological needs, the top is spiritual needs):

physiological or basic needs (food, water, air, warmth, clothing, shelter, sleep, sex);
needs for security and confidence in the future - protection, security, protection from fear, illness, suffering, order, stability, confidence that basic needs will be satisfied: education, life insurance, property, pension;
social needs - the needs of belonging and belonging (to be a member of a group, participate in social events, communicate with people, have support and friendships, love and be loved);
prestige needs - the need for recognition and self-affirmation (the desire for personal achievements, self-respect, attention and respect of others, prestige, fame, status, position, leadership);
spiritual needs - the need for self-realization (the disclosure of creative possibilities, talent, the desire for the fullest use of one's knowledge, abilities, skills and abilities).

The forms in which needs are manifested can be different, there is no single standard. We each have our own motivations and abilities. Therefore, for example, the need for respect and recognition in different people may manifest itself differently: one needs to become an outstanding politician and win the approval of the majority of his fellow citizens, while for another it is quite enough that his own children recognize his authority. The same widest range within the same need can be observed at any step of the pyramid, even at the first (physiological needs).

The main points of Maslow's theory are as follows:

the first two groups of needs are primary, and the other three are secondary;
priority for a person are the needs of lower levels;
the hierarchy of needs is similar to the development of a person from childhood to old age;
the disappearance of satisfied needs and the appearance of others in the form of motivation occurs unconsciously;
there is a certain interaction between all five levels of needs.

There is also a more detailed classification. There are seven main levels (priorities) in the system:

(lower) physiological needs: hunger, thirst, sexual desire, etc.;
the need for security: a sense of confidence, getting rid of fear and failure;
the need for belonging and love;
need for respect: achievement of success, approval, recognition;
cognitive needs: to know, to be able, to explore;
aesthetic needs: harmony, order, beauty;
(higher) need for self-actualization: realization of one's goals, abilities, development of one's own personality.

A. Maslow's theory is the basis for modern theories of motivation.

Theory of K. Alderfer

K. Alderfer's theory also arranges human needs hierarchically. The difference is that Alderfer identifies only three groups of needs, which in a certain way correlate with Maslow's needs:

the needs of existence - for Maslow, these are physiological and security needs;
communication needs - for Maslow these are social needs: the desire to communicate and have friends, family, colleagues, bosses and subordinates, as well as some prestige needs: the desire for a certain position in society, group security;
growth needs - for Maslow these are spiritual needs, and those prestigious needs that are associated with the desire to develop self-confidence, self-improvement, and raise one's status.

According to Alderfer, movement along the levels of the hierarchy is possible in two directions: both from the bottom up and from the top down, if the need of a higher level is not satisfied.

Theory of D. McGregor

D. McGregor's theory is formulated in the form of theories "X" and "Y", which describe two portraits of a person that are extremely different from one another.

Theory "X" formulates the philosophy of management and control of traditional management (management through control): the manager tells employees what they are obliged to do, and applies punishment or encouragement in the process of work. The actions of the manager are based on the following approaches:

the person is disgusted with work and, as far as possible, avoids it;
most people should be forced to work, controlled and directed, threatened with punishment;
the person seeks to avoid responsibility, does not have strong ambitions, prefers to be led, and desires, above all, security and tranquility.

Theory "X", thus, corresponds to negative motivation and considers only the satisfaction of primary (basic) needs, without touching high ones.

Theory Y- the basis of the so-called "management of participation" (management with the help of motivation); it is based on the following assumptions:

work is a natural process, and ordinary people do not dislike work in the same way as they do when playing or relaxing;
control and the threat of punishment is not the only way to get a person to work conscientiously: if people are attached to organizational goals, they try to work hard, using self-control and self-management;
a person's desire for a particular goal depends on reward, and the most important reward is the satisfaction of his pride and desire for self-expression;
under certain conditions, a person is not only ready to take responsibility, but also strives for it;
the ability to display resourcefulness, imagination, creativity in solving problems of the organization is common among employees;
in the conditions of modern production, the potential of the average worker is not fully used and should be maximized.

Theory "Y" corresponds to positive motivation, concerns unmet and higher needs. It helps to reduce the cost of monitoring the activities of personnel, as it is focused on self-control and cooperation.

McGregor argued that workers are generally more inclined to behave in accordance with the provisions of the theory "Y", but the organizational conditions and management methods used by managers force them to choose behavior in accordance with the theory "X".

Theory of F. Herzberg

The theory of F. Herzberg is known as the theory of two factors. A theory arose in connection with the need to find out the influence of material and non-material factors on the motivation of workers. It is based on the fact that pleasant and unpleasant experiences at work are associated with different factors. A survey of several hundred specialists from different firms, conducted in 1959, showed that there are two sets of conditions (factors) that, each in its own way, affect the behavior of employees:

hygiene factors that eliminate dissatisfaction, are associated with the environment, internal needs, self-expression of the individual - company policy, workplace safety, working conditions (lighting, noise, air), status, salary, interpersonal relations in the team, the degree of direct control by the manager, relations with direct supervisor;
Motivational factors that cause satisfaction are directly related to the nature of the work itself - the content of the labor process (interesting work, the possibility of development, advanced training, creative and business growth), a high degree of responsibility, recognition of success and results of work, promotion.

Thus, hygiene factors shape the environment in which work is performed. If all these factors are insufficiently expressed or absent at all, then the employee has a feeling of dissatisfaction. But even if hygiene factors eliminate the dissatisfaction of the staff, by themselves they cannot motivate him. Satisfaction can only be caused by motivating factors. If both groups of factors are arranged in the form of a measuring scale, then they will look like this: hygienic factors are located on the scale section from "-" to "0", and motivational factors - from "0" to "+".

Hygiene factors correspond to the basic needs of Maslow's theory, and motivational factors correspond to the needs of higher levels. The implementation of both groups of factors is beneficial to both the employee and the management: hygienic factors improve performance, and motivational factors are necessary to achieve real success.

In practice, the conclusions of Herzberg's theory led to the creation of work "enrichment" programs containing a detailed list of hygienic and motivating factors.

Theory of D. McClelland

D. McClelland's theory, known as the theory of needs, proceeds from the fact that with the development of economic relations and the improvement of management methods, the role of the needs of higher levels increases: the needs of success, power and complicity. The author does not arrange these needs hierarchically, but indicates that they noticeably influence one another.

The need for success is met by the process of bringing the work to a successful conclusion. McClelland understood the need for success as a stable ability to strive for achievement and success. He established that people striving for achievement:

take a well-balanced risk;
prefer tasks of medium complexity, but those that are novel and require personal initiative and creativity;
concentrate more on work than on employees, do not like breaks in work;
prefer working situations where they can work independently and make decisions;
require direct feedback, frequent assessments of the results of work (both from the side and their own);
feel great satisfaction from the labor process (intrinsic motivation);
money for them to a greater extent serve as an indicator of the assessment of achievements.

If an organization does not provide the individual with opportunities to take the initiative and appropriately reward it, it will never succeed.

According to McClelland, the motivation for success is a condition for the success of a manager. Numerous studies have shown that managers are characterized by a higher motivation for achievement and success than other professional groups with the appropriate education. It has also been established that managers who have achieved great success, respectively, have a higher motivation to achieve than those who have not achieved such success.

The need for power manifests itself as a desire to influence other people. Management attracts people by the fact that it allows them to exercise and exercise power. People with a high need for power get satisfaction in situations where they are responsible for the actions and behavior of other people. They prefer to occupy positions that allow them to emphasize their status, compete, increase their own influence and prestige by constantly improving the efficiency of their work.

The need for participation is manifested in the desire to be in a circle of friends, to establish comradely relations, to help others (work contributes to the satisfaction of these needs). These people prefer cooperation rather than competition in their work, they strive to establish relationships with a high level of mutual understanding.

Observations and interviews of a large number of workers have provided data on how workers themselves evaluate the various conditions and characteristics of their work. Two groups of factors were studied: factors that increase the intensity of work, and factors that make work more attractive.

Factors stimulating labor intensity, are ranked by employees as follows:

good opportunities for career growth;
good salary;
connection of wages with the results of labor;
approval and recognition by management of a job well done;
the content of the work, stimulating the development of personal abilities;
difficult, stressful and difficult work;
work that allows you to think for yourself;
high degree of responsibility for the assigned work;
work that requires creativity.

Among factors that make work more attractive are named primarily as follows:

work without undue tension and stress;
convenient location of the place of work;
cleanliness, lack of noise in the workplace;
friendly relations with colleagues;
good relationship with immediate supervisor;
good awareness of the state of affairs in the organization;
flexible mode and pace of work;
significant additional benefits.

Thus, the considered substantive theories of motivations are based on the analysis of people's needs and their influence on the motives that prompt a person to act.

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Among a fairly large number of different ones, the theory of motivation of David McClelland, an American psychologist, professor and developer of the latest assessment methodology for the thematic apperception test, stands out. Below we consider McClelland's theory of needs in detail.

Theory of Needs

David McClelland divided all needs into three large groups. These include needs for power, needs for success, and needs for belonging.

Needs for power

Needs for power are the highest priority. They are caused by a person's learning and life experience and consist in the fact that a person gravitates towards controlling the actions of other people as a way to have a significant impact on them. People with a predominant need for power, in turn, are divided into two types.

The first type includes people who seek power for the sake of domination itself. They are attracted by the ability to command and influence other people. The interests of society or organization are of secondary importance to them.

The second type includes people who seek power for the sake of solving collective social problems or organizational problems. As soon as these people achieve the appropriate authority, they set certain tasks for a group of people and, together with them, take part in the process of achieving any group goals. At the same time, they are looking for the best way to motivate people to achieve them. The need for power for this category of people is by no means a desire for self-affirmation to satisfy vanity, but a desire to do responsible work in managing other people, aimed at solving social or organizational problems.

Needs for Success

The need for success is satisfied only when the work begun is successfully completed. People who strive for success set themselves tasks of increased complexity and want to receive feedback on the work they have done and their activities in general. For example, in the head of an organization, the desire to achieve success can manifest itself in the initiative, the desire for justified risk. In the event that he is afraid of failing, he will try not to take part in such activities where you need to be proactive and take responsibility. Such a person will strive to minimize the likelihood that his image will be damaged.

The need for success as a motivation for achievement is inherent in the vast majority of people. But the level of its development is different for each person. However, it is on this level that the effectiveness of a person’s activities and his professional success in any field will depend.

It is impossible not to mention the contribution to McClelland's theory of the American psychologist John Atkinson. According to him, the need for success must be considered in conjunction with the need to avoid failure. Atkinson found that people with a predominant achievement motivation tend to strive for success, while people with a low achievement motivation try to avoid failure.

This addition, made by Atkinson, later became the basis of the theory of subjectively preferred risk developed by him and McClelland. In it, the motivation to achieve and the motivation to avoid failure are the determining factors in a person's formation of an acceptable day for his risky behavior. It is interesting to note here that people with high achievement motivation (which, by the way, include almost all managers) prefer an average level of risk. They try to avoid particularly risky situations that contain a high probability of failure, but at the same time they avoid situations where the risk is minimal, because. in this case, the probability of achieving tangible results is almost zero. And in situations with a medium level of risk, success depends on their own efforts.

This leads to the conclusion that people with a predominant motivation for achievements are distinguished by a strong attraction to tasks with an average level of risk, when their success, although not guaranteed, but in any case depends mainly on themselves: on their own efforts and abilities.

Those people whose motivation for achievement is at a low level (these are mainly people who are used to letting things go by themselves) differ, for the most part, in choosing situations where the risks are minimal. Although, it is often possible to meet such people who, even having sent the case “to go with the flow”, can also choose situations with high risks, arguing from the position of “how it will turn out, it will turn out”.

Needs for belonging

Needs for belonging are also called participatory needs or needs for complicity. They can be expressed in the desire for cultural, intelligent and friendly relations with people around. But people with predominant needs for belonging often strive not only to establish good relations with other people, but also want to find support and approval in the eyes of significant and authoritative people for them.

findings

McClelland's theory of needs was the reason why Western society turned its attention back to the entrepreneur and his main characteristic - initiative and the ability to take risks.

One of the most important conclusions of McClelland's theory directly affects the motivation of the entrepreneur's abilities in society in general. The scientist was of the opinion that a society with a predominant motivation for achievements is able to generate a large number of active, enterprising and enterprising entrepreneurs, who, in turn, are able to accelerate the growth of the economic indicators of this society. Entrepreneurs must be willing to take risks, and this willingness has a direct impact on achievement needs.

In addition, research data in the field of human motivation, in accordance with the theory we are considering, clearly display that people with high needs for achievement themselves are convinced that they are able to achieve success than those who do not feel the need for achievements. People of the first category are characterized by the manifestation of greater energy, ability to work, activity and creativity. Plus, the satisfaction of these people reaches its peak from their awareness of the fact of their luck, but not from recognition by other people or praise.

It is also important that McClelland also asked himself the question: how does motivation for high achievements generally develop and can develop. In his opinion, methods of humanistic pedagogy can be used for this, where relationships are built not on the principle of "bosses and subordinates", but on the principle of "teacher and purposeful student". It is essential, first, that the highest standards of behavior be set by parents and managers, and that their response be prompt and kind when children or staff behave to these high standards. And secondly, the result of the development of people's need for high achievements should be the formation of an independent and purposeful person who is ready for entrepreneurial activity in any field and is determined to obtain high results.

If we talk about states that seek to use high standards of behavior to accelerate economic growth, then, according to the theory of David McClelland, the following actions are necessary:

It is necessary to abandon traditional orientations and create conditions that stimulate the personal growth of their fellow citizens;
It is necessary to affirm the principles of high efficiency and set standards for maximum performance, which in itself will serve to increase the need for achievement;
It is necessary to strive for a more competent distribution of labor resources by directing people who are most suitable for a particular type of activity to those areas in which they can have the maximum impact on social and organizational productivity, as well as by recognizing and rewarding people with prevailing needs for achievement.

These are the main provisions of McClelladan's theory of motivation. If you wish, you can study it in more detail by finding the relevant materials. However, it is possible to draw your own conclusions regarding this theory, owning the information with which you have just become acquainted.

The motivation model created by David McClelland considers the needs of higher levels. Power, success and involvement - these are the needs that were identified by the author as inherent in people (Fig. 1).

McClelland's Acquired Needs Motivation Theory Model

Let's take a look at the needs in detail:

The desire to influence other people is expressed in the need for power. Comparing the theory of acquired needs by David McClelland with the theory of the hierarchy of needs by A. Maslow, we can conclude that this need in Maslow's theory is located between the needs for respect and self-expression. According to the essence of the theory, people with a need for power are more likely to show themselves as energetic and outspoken, who tend to defend their original positions without fear of confrontation. As a rule, they require increased attention from others, and are often good speakers. The management process provides many opportunities to manifest and exercise power, which very often attracts people with this need, but people with a need for power are not necessarily careerists striving for power in the negative and most often used sense of these words.
The need for success (achievement) is also located between the need for respect and self-expression according to A. Maslow. This need is satisfied when the process of work is brought to a successful conclusion, and not during the period when the success of a person is proclaimed, confirming his status. People with a highly developed need for success tend to take moderate risks, like situations in which they can take personal responsibility for finding a solution to a problem, and want specific rewards for their results. Thus, if a manager needs to motivate a subordinate with a need for success, he must set them tasks with a moderate possibility of failure or a degree of risk, delegate sufficient authority to them in order to unleash the initiative in solving the tasks set, specifically and regularly reward them in accordance with the achieved results. results. The need for achievement is manifested when a person strives to achieve the goals facing him more effectively than he did before. People with a high need for achievement prefer to set their own goals. In doing so, they usually choose moderately difficult tasks and goals based on what they can do, evaluating what they can achieve.
People who have a need for involvement (participation) are interested in establishing friendships, in the company of acquaintances, and helping others. People with a developed need for belonging can be carried away by such work, which will provide extensive opportunities for social communication. Their managers are obliged to maintain an atmosphere that does not limit interpersonal contacts and relationships. By devoting more time to them, the manager can also ensure that their needs are met, and periodically bring such people together as a separate group. The motivation for the need for involvement according to D. McClelland is similar to the social motivation according to A. Maslow.

Based on his research, McClelland identified three types of managers:

managers with a high level of self-control, with a characteristic need for power rather than group affiliation - institutional managers
managers in whom the need for power prevails over the need for belonging, but in general people of this type are more socially active and open than institutional managers
managers in whom the need for belonging prevails over the need for power; they are also socially active and open.

Conclusion

Thus, based on McClelland's findings, the first two types of managers can manage their departments more effectively due to their need for power, but a combination of all three types of managers can be useful for an organization. In order to improve the motivation of managers, it is advisable to widely use competitive methods to achieve goals and mark people who achieve the highest efficiency in their work. Leaders should also set challenging but realistic goals for their subordinates and themselves.

Features of McClellad's theory

Thanks to McClelland's theory of needs, Western society has again turned its attention to the entrepreneur and his main characteristic - the ability to take risks and initiative. McClelland's theory is based on the meaning that reveals the motivation of the entrepreneur's abilities in society. The scientist assumed that only such a society that has a predominant motivation for achievements is able to generate a large number of enterprising, active and initiative entrepreneurs who can also accelerate the growth of the economic indicators of this society. The need for achievement directly depends on the willingness of the entrepreneur to take risks.

People with high need for achievement themselves are convinced that they are able to achieve success than those who do not feel the need for achievement, such an idea follows from the data obtained in time in the field of human motivation. The manifestation of greater energy is characteristic of people of the first category, as well as ability to work, activity and creativity. Also important for these people is the fact of their luck, which satisfies them reaching its peak, but the main thing is that this does not come from recognition by other people or praise.

How the motivation for high achievements develops and can develop, McClelland asked this very question. From his point of view, the methods of humanistic pedagogy can be applied for this, where relationships are built not on the principle of "bosses and subordinates", but on the principle of "teacher and purposeful student". It is essential, first, that the highest standards of conduct be set by parents and managers, and that their response be kind and prompt when children or staff behave to these high standards. And secondly, the result of the development of people's need for high achievements should be the formation of a purposeful and independent person who is ready to carry out entrepreneurial activities in any field and is determined to obtain high results.

When considering states that seek to use high standards of behavior to accelerate economic growth, then, according to the theory of David McClelland, the following actions are required:

rejection of traditional orientations and creation of conditions that stimulate the personal growth of their fellow citizens
it is important to set standards for maximum performance and affirm the principles of high performance, which in itself will serve to increase the need for achievement
it is also necessary to strive for a more correct distribution of labor resources by directing people who are most suitable for a particular type of activity to those areas in which they can have the maximum impact on organizational and social productivity, as well as by recognizing and rewarding people with prevailing needs for achievement. .

Most motivational theories can be divided into two large groups: content and process theories. This article talks about content theories of motivation which focus on the needs of a person as a basic factor that encourages him to act. Many well-known theories of motivation, such as A. Maslow's pyramid of needs, Herzberg's two-factor model, Alderfer's theory, etc., are substantive. All of them are united by the desire to classify human needs and find a relationship with the motives that drive them.

The Essence of Content Theories of Motivation

The focus is on human needs, as factors underlying the motives that motivate a person to activity.

Content theories of motivation study what needs motivate a person to a particular activity, what is their structure, which needs are primary and which are secondary, in what order they are satisfied. They study goals, to which a person aspires, in contrast to those who pay more attention to the very process of achieving the goal and satisfying the corresponding need.

Merit content theories in determining the important role of needs as a factor of motivation. But in real life, the satisfaction and manifestation of needs rarely occurs in accordance with a strict hierarchy and depends on many nuances: gender, age, personality traits, etc. These meaningful theories often do not take into account, and in this they flaw.

Basic content theories of motivation:

Maslow's hierarchy of needs theory;
Alderfer's theory;
McClelland's theory of acquired needs;
Herzberg's theory of two factors.

Maslow's hierarchy of needs theory

Hierarchy of needs theory- one of the most famous motivational theories, was developed by the American psychologist Abraham Maslow. Maslow outlined his ideas in 1954 in the book Motivation and Personality.

A visual model of the hierarchy of needs in the theory of A. Maslow is the well-known pyramid of needs (Maslow's pyramid) . Although, what is remarkable, in the works of the psychologist himself you will not find the image of a pyramid! Nevertheless, today it is generally accepted to depict the "ladder" of human needs in the form of a pyramid.

The essence of Maslow's hierarchy of needs theory is as follows. Human needs are of varying degrees of importance for him, and more primitive things come first. Until a person satisfies the basic elementary needs, he will not (and cannot) experience the needs of higher levels.

Hierarchy of needs according to A. Maslow includes seven levels

That is, first of all, a person is concerned about the problems of rest, satisfying hunger, thirst, and sexual needs. Then the person will think about his safety. And only being full, rested and having a roof over his head, a person will feel the need for friendship and love. Then the need for approval, respect and recognition of his merits. And only in the very last place will a person be occupied with spiritual needs: the desire for knowledge, art, self-realization.

Thus, in Maslow's pyramid seven levels. But it is often simplified to five-level model:

Physiological needs (primary);
Security needs (primary);
Social needs (secondary);
Prestigious needs (secondary);
Spiritual needs (secondary).

The basis of the foundations, according to A. Maslow, is the satisfaction of physiological needs. The ideal society, he believed, is a society of well-fed and calm people. The highest level, the stage of self-realization (self-actualization, in Maslow's terminology) is reached by only 2% of people.

In fairness, it should be noted that Maslow's theory and pyramid have been repeatedly criticized. It does not take into account the individual characteristics of a person, needs are not always satisfied in this order, and Abraham Maslow himself did not conduct practical tests to confirm his theory.

Another very common and authoritative content theory of motivation is that of Clayton Alderfer, a psychologist at Yale University. He largely agrees with Maslow's theory and also describes the structure and content of human needs, as well as their relationship to motivation.

(ERG-theory) says that people are driven by three basic needs (corresponding to different levels of Maslow's pyramid):
1. The need for existence (Existence) - physiological needs, security, etc.;
2. The need for connection (Relatedness) - belonging to a team, involvement in a common cause, etc.;
3. The need for growth (Growth) - self-expression, self-realization, creativity.

Alderfer's theory of needs talks about 3 basic needs: existence, connection and growth.

The process of moving up the levels of needs Clayton Alderfer calls "satisfaction", the movement in the opposite direction - "frustration".

The difference between Alderfer's theory and Maslow's pyramid in that here the movement according to the levels of needs goes in both directions. A. Maslow has only one - from the bottom up.

McClelland's acquired needs theory

McClelland's theory

2. The need for power;
3. The need for success.

McClelland's needs theory differs in that it emphasizes higher needs (belonging, power, and success) without considering physiological needs.

Analogues of these needs can also be found in A. Maslow's pyramid.

In relation to the motivation of labor personnel, McClelland's theory of acquired needs means the following. The need for belonging encourages people to work in a team, to strive for recognition by them. The need for power motivates for career growth, initiative, and leadership. The need for success makes you take responsibility for solving complex problems, achieve their successful solution, and achieve the goals of the organization.

Therefore, employees with a need for belonging should be given a job with greater opportunities for social communication. Workers with a need for power should be given the opportunity to be leaders, to make decisions. Employees with a need for success should be given interesting and challenging tasks (but ones that they can handle), celebrating and rewarding their success.

In conclusion, let us consider the substantive theory of motivation of the American psychologist Frederick Herzberg, created by him back in the 1950s.

Herzberg's theory of motivation assumes the presence of two groups of factors affecting the motivation of employees (therefore, it is often called Herzberg's two-factor theory):
1. Hygienic factors (holding at work) - working conditions, control over work, wages, relationships with colleagues and superiors;
2. Motivating factors (inciting to work) - employee achievements, career opportunities, the possibility of self-realization, recognition of merit, success.

Herzberg's two-factor theory speaks of 2 groups of factors that affect motivation: hygiene and motivators

According to F. Herzberg's theory, hygienic factors are important, since poor working conditions and low wages will lead to a person's dissatisfaction with their work. But at the same time they cannot motivate the employee.

On the other hand, motivating factors can motivate employees, but their absence does not make people dissatisfied with their work!

Paradoxically, Herzberg's salary is not a motivating factor!

In Herzberg's theory, there are also parallels with Maslow's theory (for example, physiological needs, safety needs and social needs can be attributed to hygiene factors; the remaining steps of A. Maslow's pyramid are motivating factors).

Meaningful Theories of Motivation Briefly

Focuses on the study of human needs, as they are considered factors underlying motivation.

I. Maslow's hierarchy of needs theory- the satisfaction of needs occurs in a strict sequence: first, the needs of the lower levels, then the higher ones; down up. Only by satisfying the needs of the 1st level, a person can move on to the 2nd, and so on.

AT Maslow's pyramid five advanced levels:
1. Physiological needs (sleep, air, hunger, thirst);
2. Security needs (security, stability);
3. Social needs (communication, friendship, love);
4. Prestigious needs (career, success, authority);
5. Spiritual needs (knowledge, art, self-realization).

II. Alderfer's theory says that people are driven by three basic needs:
1. The need for existence (physiological needs, security);
2. The need for connection (belonging, belonging, communication);
3. The need for growth (self-realization, creativity).
The movement along the levels of needs here can already occur in both sides: both from bottom to top and from top to bottom.

III. McClelland's theory focuses on three higher-level needs:
1. The need for involvement;
2. The need for power;
3. The need for success.

It assumes the presence of 2 groups of factors affecting the motivation of employees:
1. Hygienic factors (holding at work) - working conditions, salary, relationships with colleagues and boss;
2. Motivating factors (inciting to work) - career growth, the possibility of self-realization, recognition of merit.

Download a cheat sheet on meaningful theories of motivation:

Galyautdinov R.R.

The most common content theories of motivation are those of Maslow, McClelland and Herzberg. Maslow's theory identifies five main types of needs that make up a hierarchical structure (Fig. 2).

McClelland's theory, in addition to the needs defined by Maslow's classification, introduces the needs of power, success and belonging.

Herzberg's theory is based on an analysis of the factors affecting a person in the process of work and influencing the satisfaction of needs. Factors are divided into hygienic (wages, interpersonal relationships, the nature of control - they just do not allow the feeling of dissatisfaction with work to develop) and motivating (feeling of success, promotion, growth of opportunities, recognition from others, responsibility). For motivation, it is the second type of factors that needs to be involved.

The main procedural theories of motivation are the theory of expectations (the main incentive for people to act is a certain expectation of results or rewards, so motivation must be carried out by creating appropriate expectations in people), the theory of justice (the main motive for people's activities is the assessment of the fairness of entrusting them with this type of activity and rewards). for him, it is the degree of justice perceived by people that determines the efforts expended by people on a particular activity), the Porter-Lower motivation model (according to this model, labor productivity and the degree of efforts made depend on the employee’s assessment of the value of the reward and confidence that it will be received ).

The main theories of motivation are summarized in Appendix 2.

The systems of incentives used in modern economic practice are quite diverse and depend on many conditions, both of an objective nature (the economic situation in the country, the unemployment rate, prices, the state of social insurance, etc.), and on more particular circumstances (the qualification level of employees, their purely human traits, age, psychological climate).

Meanwhile, life does not stand still and "... the factor that today motivates a particular person to intensive work, tomorrow may contribute to the" disconnection "of the same person. No one knows exactly how the motivation mechanism works, what strength should be motivating factor and when it works, not to mention why it works "Verkhoglazenko V. Bridge between interests // Marketologist. - 2009. - No. 1. Therefore, in personnel management there is a constant research and development of various incentives for labor activity, the development of new methods and systems for organizing incentives.

Scientific and educational publications on management contain a fairly detailed analysis and processing in accordance with modern conditions of the classical theories of motivation, as well as the development of new ones.

Thus, the participatory approach to personnel motivation, which implements remuneration programs aimed at strengthening the internal motivation and interest of employees in the labor process by expanding their powers in the company's activities, is widely used today. For more details: Tsvetaev V.M. Personnel Management. - St. Petersburg: Piter, 2002. - P. 145-154. Main forms: participation: participation of employees in the income and profits of the company, participation of employees in management.

Particularly noteworthy is the approach to personnel management adopted in strategic management, based on a role-based approach to the interaction of a person and an organization See: Vikhansky O.S., Naumov A.I. Management: person, strategy, organization, process: Textbook. - M.: MGU, 2007.- S. 61-181; Vikhansky O.S. Strategic management. - M.: Gardariki, 2000. - S. 219-241 ..

In our opinion, all of the above theories can be applied in Russian conditions, it is only necessary to analyze the characteristics of specific people, groups of people to whom motivation is applied, and, based on this, choose the necessary method of motivation. At the same time, it is necessary to take into account that the structure of needs in our society, as well as the main factors of activity, due to the crisis and transitional state of society, have a number of features (dissatisfaction of most of the primary needs, but at the same time, the ability of people to work without pay, based on either on secondary needs or on habit, etc.), therefore, when applying any methods of motivation, based on both substantive and process theories, it is necessary to adjust them to the specific situation and characteristics of the workforce.

In the journalistic literature today there are many developments that consider in detail the subjects, processes and methods of stimulation See for example: Verkhoglazenko V. System of personnel motivation // Director's consultant. - 2009. - No. 4. - S. 23-34; Verkhoglazenko V. Bridge between interests // Marketologist. - 2006. - No. 1; Alekhina O.E. Stimulating the development of employees of the organization. // Personnel Management. - 2002. - No. 1. - S. 50-52; Surkov S.A. Staff motivation. // Personnel Management. - 2002. - No. 7. - S. 32-34; Ponomarev I. Measurement of motivation // Personnel management. - 2004. - N 11. - P. 70-72. .

So, for example, in the article by Verkhoglazenko, a variant of labor positioning is given, which, in the opinion of the authors, is the optimal basis for the formation of motivational and stimulating conditions in relation to the employee (Table 1) See, for example: Verkhoglazenko V. Bridge between interests // Marketer.- 2010. - No. 1.

Table 1

System for creating motivational and stimulating working conditions

Function of the attracted person	Positioner	What needs to be supported in a worker
Worker [owner of labor]	Employer [owner of funds and means of production]	interest in the results of their work, in the maximum application of their labor forces
professional specialist	Entrepreneur [business owner]	professional self-determination to work in a company within the specialty
Company employee	Firm as a whole	self-determination to work in this particular company, which has its own traditions, corporate culture, working conditions, etc.
Executor	Manager	self-determination to performance standards
	Colleague [support worker, etc.]	self-determination to constructive interaction with colleagues
Innovator	Interested in the normative organization of labor [NOT]	interest in making rational proposals
Collective member	team	self-determination to cultural norms of communication, to maintaining a healthy psychological climate
User Worker office equipment, special equipment, etc.	Technologist	readiness and ability for technologically correct use of equipment, office equipment, etc.

The key point in this methodology is to ensure a positive attitude of the employee to the range of his duties and to the proposed “rules of the game”, for which it is necessary to cultivate and encourage the correct self-determination of the employee. Self-determination means not only an adequate understanding, but also a conscious acceptance by the employee of the normative conditions of his work and life in the organization.

Much attention in the literature today is also given to possible factors of demotivation. Conducted sociological research allows to identify the most effective methods of motivation, and factors that have a demotivating effect See: Makhort N. The problem of motivation in work // Personnel management. Results of the study of motivation methods. // Personnel Management. - 2004. - No. 1. - P. 30 Ozernikova T. Professionalism and labor motivation // Personnel Service. - 2002. - N 2. - P. 26-31 and others.

Research "Systems and Methods of Motivation" conducted by the magazine "Personnel Management" among subscribers of the business magazines "Personnel Management" and "Labor Law" Results of the study of motivation methods. // Personnel Management. - 2010. - No. 1. - P. 30 showed that the salary (4.25 points on a five-point scale) and an individual allowance of 93.82 have the greatest weight among the forms of motivation, and then various types of bonuses follow, against the background of others stand out medical insurance, the possibility of obtaining loans and material assistance (Table 2)

table 2

Evaluation of motivation factors according to the sociological study of the journal "Personnel Management"

Source: Results of research on motivation methods. // Personnel Management. - 2002. - No. 1. - S. 30

The following motivational forms are noted as quite important:

Good morale in the team

good working conditions,

Ticket payment,

Social holidays.

The determining reasons in situations of unscrupulous (criminal) attitude of personnel to the property and finances of the company are the following (Table 3)

Table 3

Causes of dishonest (criminal) attitude of personnel to the property and finances of the company

Source: Results of research on motivation methods. // Personnel Management. - 2007. - No. 1. - S. 30

Among the most possible factors of demotivation in the literature are Tatyanina A., Yurtaykin E. Why apples fall or internal demotivation of personnel // TopManager. - 2002. - No. 22.:

Violation of an implicit contract;

Failure to use any employee skills that he himself values;

Ignoring ideas and initiatives;

Lack of a sense of belonging to the company;

Lack of a sense of achievement, no visible results, no personal and professional growth;

Lack of recognition of achievements and results by management and colleagues;

No change in employee status.

Consider these factors in the approximate chronological order of their manifestation at the new place of work:

1. Violation of the unspoken "contract"

When hiring, the candidate and the company enter into a "deal" in which free time, energy and intelligence are exchanged for a certain material reward, potential opportunities to realize their personal motives and some kind of "habitat". Personal motives can be very diverse: from the opportunity to come somewhere every day and communicate with other people, to the opportunity to work actively and see the results of your work. Often money is not the dominant factor in a given transaction on the part of the candidate, but during the interview it is customary to focus on the compensation package. Recruiters-professionals do not forget to also try to discuss the possibilities of realizing the internal motives of the candidate (as far as possible). But the real “habitat” into which the candidate will enter is discussed very little - because candidates are afraid to ask questions, and HR managers either keep commercial secrets unknown to anyone or paint the employer only in pink. The "habitat" can include many factors, ranging from the appearance of the office and work schedule, to the specifics of the team and the tasks assigned to the employee. As a result, a potential employee has seriously inflated expectations that are at odds with the actual state of affairs in the company. Soon after the start of work, the employee discovers that the training is formal, there are no prospects for growth, the team is a closed group of employees that do not let outsiders in. The result is the same - internal motivation has evaporated, there is not a trace left of the candidate's energetic and full of enthusiasm, now he is a sluggish employee with dull eyes.

2. Failure to use any employee skills that he himself values

Experienced managers know how dangerous it is to hire a specialist who is too qualified for the position offered to him. Even if he suddenly agrees to this job himself for some personal reasons (for example, for financial reasons), after a few months he will get bored and begin to look for use for his unrealized talents and skills. And until he finds another job that is more appropriate to his profile, he may have to endure his attempts to "sit out" no more qualified than him bosses or stick his nose with his advice everywhere, an arrogant attitude towards colleagues or open disobedience to "these illiterate fools." However, it is naive to believe that there is a perfect match between the candidate and the vacancy - experienced recruiters know that most often the best candidate still does not know how (or does not know enough), but at the same time has some skills not indicated in the job description. Therefore, organizations practically always teach newcomers something (in an explicit or covert form, i.e. "as they go along"), while putting aside unused skills "on the far shelf". Imprudent rejection of such skills over time is fraught with serious demotivation - if skills that the employee himself values \u200b\u200bget there.

Recommendations to prevent this demotivating factor: one solution is that the variety of tasks and situations that an organization faces often provides an opportunity to "dust off" non-core skills and knowledge of employees. Let these be temporary, project tasks, even if they take a little time (and sometimes they are completely solved after hours), but they will let your employee know that you appreciate all his multifaceted skills, and that you will not let him forget the useful thing that he knew before.

One of the most banal examples: today there are quite a lot of specialists - non-linguists who know one or more foreign languages quite well. At the same time, often their work practically does not require the use of this knowledge. Without practice, the language is forgotten, and this skill is now highly valued in the market. Set a temporary task: to find some information on a foreign language Internet, to translate a useful article according to the profile of a specialist's work - and he will not think so often that "staying in this hole", he forgets the best that he knew Tatyanina A., Yurtaykin E. Why apples fall or internal demotivation of personnel // TopManager. - 2002. - No. 22 ..

3. Ignoring ideas and initiatives

Starting a new job, employees usually "gush" with new ideas - from improving working methods to rearranging furniture in the office to create the most favorable impression for the client. And most often these ideas are simply brushed aside - partly from distrust of newcomers, partly from the unwillingness to part with the usual work routine, even if it is not effective.

Recommendations for preventing this demotivating factor: listen to ideas and suggestions. Even if they are not so brilliant that it is worth embodying them in their "original" form, you can often learn something from them. And always explain why, in your opinion, this or that idea is not suitable for implementation in your company.

4. Lack of a sense of belonging to the company

This demotivator, in our opinion, is most relevant for employees working outside the company's staff or for support staff. Such employees often get the impression that for company managers they are generally second-class people who work for the company solely for money. So it turns out that a promoter working under a fixed-term contract, who does not feel like a part of the company, can "blow soap bubbles" during a large influx of buyers on the trading floor.

Recommendations: A sense of belonging to a common cause and a team spirit are a very strong incentive. Employees, sacrificing their personal interests and time, are ready to work to achieve the goals of the company. Therefore, involve such employees in corporate events, regularly inform them about what is happening in the company. It must also be taken into account that this problem can concern not only freelancers, but also permanent employees, and sometimes even entire departments.

5. Lack of a sense of achievement, no visible results, no personal and professional growth.

In a situation where the very specifics of the work does not make it possible to develop and achieve results, routine monotonous work after a certain time neutralizes the internal motivation of most employees, even those who do not like diversity. Day after day changes, and the content of the work remains the same as a year, two, three years ago, there is no challenge in the tasks. Analyzing the years spent with the company, the employee understands that apart from the regularly received salary, he did not receive anything. The absence of an interesting, challenging job is especially painful for people in creative professions.

In another case, work that is structured in such a way that the end result is visible only at the end of a long period of time turns out to be demotivating. It may take several years before the moment when the employee sees his results. Not everyone has the patience and perseverance to work without results for such a long period of time. A person can drop out of the race half way.

Recommendations: For employees of the "routine" sphere, it is necessary to create projects from time to time - short-term tasks, often in areas adjacent to the employee's specialization. This will dilute the routines and allow them to learn something. For long-term projects - always divide them into "tangible" stages, actively articulate intermediate results, and, of course, encourage them. The last thesis is so important that we decided to put it in a separate factor of demotivation.

6. Lack of recognition of achievements and results from management and colleagues

Suppose that an employee manages to conclude a contract that is very beneficial for the company, but no one from the company notices this, believing that everything is as it should be. What do you think this person's reaction will be? Perhaps it is not customary in the company to notice their achievements or to single out individual employees from the general mass. Or maybe the management greatly overestimates the criteria for evaluating the results of the work of employees?

7. No change in employee status

Structural restrictions are the most common reason for slowing down and stopping career growth, more precisely, changing the status of an employee in an organization, giving authority, power, the ability to solve new problems and grow. The situation is typical for large companies with a hierarchical structure. For example, when up to 15 sales representatives apply for the position of supervisor, in such a situation, as a rule, even an outstanding employee can sit in his position for more than one year. Many multinational consumer goods companies offer a very decent compensation package and many other opportunities in the absence of promotion opportunities, but nevertheless cannot guarantee a high level of motivation and loyalty of their employees. As a result, employees leave for other companies for higher positions. Not the least important demotivator is the subjectivity of management when making decisions about the relocation of employees. Imagine yourself in the place of an employee who has sat in his position and clearly outgrown it, at the moment when another person is appointed to the vacant vacancy.

Special attention in modern conditions, according to experts, should be given to such a factor in the behavior of employees as internal motivation, although it is he who often remains on the sidelines today. - 2002.- N 10. - S. 29-31; Tatyana A., Yurtaykin E. Why apples fall or internal demotivation of personnel // TopManager . - 2002. - No. 22; Alekhina O.E. Stimulating the development of employees of the organization. // Personnel Management. - 2002. - № 1. - P. 50-52. Such inattention leads to negative consequences, hindering the effective work of employees.