burdened with a plethora of often conflicting views on the effect of motivation in the

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1 Justin Dittmar MGT 212 Group Final Paper (Maslow/Herzberg/Davidmann) During the course of studying the emphasis of motivation in the workplace, one is burdened with a plethora of often conflicting views on the effect of motivation in the workplace and how to achieve it. There seems, however, to be a trend that forms when comparing these views. The standard for motivational theory seems to center on the works of Abraham Maslow, first and foremost, and also the assumptions made by Frederick Herzberg. Their early work in this field seems to set a standard for competing views to draw from. Among these later views, the work of Manfred Davidmann seems to stand out and merit further discussion, along with the works of Maslow and Herzberg. Abraham Harold Maslow, born April 1, 1908 in Brooklyn, NY, was the oldest of seven children. His parents were uneducated Jewish immigrants from Russia, and pushed Maslow towards higher aspirations, launching his interest in reading and schooling. Maslow studied for three semesters at City College of New York (CCNY). He then transferred to Cornell University before finally transferring back to CCNY. After marrying and moving to Wisconsin, Maslow received his BA (1930), MA (1931), and PhD (1934), all from the University of Wisconsin. He then moved back to Brooklyn and taught full time at Brooklyn College. In 1951, Maslow began a term of 10 years as chair of the psychology department at Brandeis, where he was able to meet some of the brightest psychology minds in America and Europe, such as Kurt Goldstein, who would introduce Maslow to the idea of self-actualization. It was through his work with monkeys early in his career from which he derived his famed Hierarchy of Needs.

2 Maslow theorized that beyond the obvious needs of air, water, food, and sex, there were broader layers of needs that would ultimately pinnacle at self-actualization. This pyramid of needs is a fundamental building block of most any motivational theory, as Maslow s Hierarchy of Needs is a tried and true psychological concept. The base level of physiological needs covers our needs for oxygen, water, protein, salt, sugar, calcium, and various other vitamins and minerals. Other bodily needs, such as the needs to maintain a ph balance and a constant 98.6-degree body temperature are also covered under this layer. In addition, we need to be active, rid ourselves of waste, sleep, and have sex. An interesting aspect of Maslow s theory on this level is that he believed, and research supports him, that whatever the body is lacking will lead to very particular cravings for things that will supplement the body with that missing element. Before one can move on to the next level of safety and security needs, one must complete the first level. This is an important aspect of Maslow s theory; a concept called prepotency, stating that a person cannot realize a higher need until the currently recognized need is fulfilled. Safety and security needs bring an increased interest in finding safe circumstances, surrounded by stability and protection. Also developed are needs for structure, order, and limits. Next

3 is the need to belong and be loved. At this level, there begins to be an inherent need to companionship, through friends, a companion, children, family, and other sorts of relationships involving affection. Marriage, family, and being part of a community are all directly related to this need, and it guides many of our social and business structures. Up another level on the hierarchy is esteem needs. Maslow makes mention of two different types of esteem needs, a lower and a higher one. Lower esteem needs are the needs that stem from desiring respect and admiration from others. This is shown through a desire for fame, glory, recognition, and attention, to name a few. Higher esteem needs are the needs that stem from a deeper form of respect self-respect. This involves confidence, achievement, independence, and mastery. The final level of selfactualization refers to a level that one reaches where they are the most complete individual that they can be. Going back the earlier point about the need to fulfill lower levels to achieve higher ones, it is not hard to see that only a small percentage of people ever reach the pinnacle of Maslow s pyramid. Self-actualized individuals lead a realitycentered life, and see problems as less of a central focus of their energy, and instead accept them as part of existence, then dealing with them accordingly. These individuals enjoy deeper meaning and more enriching relationships. So, besides being a theoretical psychological model, Maslow s Hierarchy of Needs has a very relevant bearing on the business structure and helping to motivate employees to achieve at a higher level by satisfying their needs. The concept of mobility up the hierarchy of needs only after previous needs are met should not be lost on employers. While base needs are not necessarily an employer s responsibility to cover, they are in charge of creating an environment where employees feel capable and

4 motivated to achieve at higher levels on the pyramid. An employee who has reached higher levels of Maslow s Hierarchy of Needs is an employee who will be better able to do their job, work with a progressively more positive attitude, and ultimately have the motivation to achieve at a higher level. It is this conclusion that leads to spin-off motivational business theories such as Herzberg s Theory of Motivation. Frederick Herzberg first introduced his theories on motivation in the workplace in his 1959 book The Motivation to Work, co-written by colleagues B. Mausner and B. Snyderman. Originally based on a study of 200 Pittsburgh engineers and accountants, Herzberg s Theory of Motivation has become one of the most replicated topics for study in the field of workplace psychology. Herzberg s goal was to classify and show that satisfaction and dissatisfaction at work would almost always arise from different factors, and not simply opposing reactions to the same factors, which was a prevalent theme. Herzberg s Theory of Motivation is centered on the idea that there are certain factor which tend to motivate workers (motivation factors), while other facts which tend to lead towards dissatisfaction (hygiene factors). Through his research, Herzberg was able to prove that people will strive for hygiene needs. Once these needs are achieved, however, the satisfaction from achieving them soon wears off. These hygiene factors in the workplace include policy, relationship with supervisors, peers, and subordinates, salary, status, security, working conditions, etc. The true motivators, Herzberg discovered, were completely different, motivating factors, such as recognition, responsibility, achievement, advancement, the work itself, and personal growth. These motivating factors described a person s relationship with what it is that he or she does, and were also associated with a long-term positive effect on an employee s job performance. Hygiene factors, on the

5 other hand, relate to the context surrounding a person s work environment in regards to how they do their job, and were found to produce merely short-term advancement in job satisfaction, which would quickly fall down to the previous level. Manfred Davidmann closely studied the works of Maslow and Herzberg, and through his studies, was able to create his own, unique ideas on motivation. Davidmann also took a study of 255 U.K directors in 1970 to help formulate his thesis. The study showed that factors that motivated (listed from most motivating to least) were compensation (i.e. payment, wages), profit sharing, stock option plans, bonuses, and pensions. In addition, the study found that the biggest dissatisfying factor was taxation and that job satisfaction neither motivated nor dissatisfied. This led Davidmann to theorize that money was the main motivator for the directors. Davidmann stated that the job satisfaction of the study participants was not of effect positively or negatively

6 because they already achieved such high satisfaction through monetary compensation, which seemed to be more important to them. Therefore, Davidmann would create his own definition of the word motivation in regards to what people will or will not work to achieve. He stated Motivation towards better performance depends on the satisfaction of needs for responsibility, achievement, recognition and growth. Needs are felt, and their intensity varies from one person to another and from time to time, so does the extent to which they are motivating. Behavior is learned. Earned reward encourages even better performance, thus reinforcing desire behavior. Of course, the recognition that Davidmann speaks of is monetary reward. At this point, Davidmann switches gears slightly. Reverting back to his knowledge of Maslow, he states that by knowing what a person wants and needs you will know what they are willing to work for and to achieve. Davidmann seems to believe that those wants and needs stem from an organizational pattern similar to Maslow s Hierarchy of Needs. These needs start basic, with the needs for food and shelter, warmth and clothing. In addition, we need affection, friendship, and a sense of security from external threats (i.e. attack). After these needs have been met, Davidmann believe other needs, such as independence, health, education, constructive use of time, help when in need, and security from internal threats (i.e. crime, job loss), will make themselves known. Also at this level, previously mentioned needs become evident, primarily monetary compensation. Davidmann s theory is significant for multiple reasons. First, he has based his ideas on the proven works of thinkers before him, as well as on factual evidence from studies in the U.K. Also, while he does defer to much of the wisdom given by Maslow and Herzberg, he also goes out on his own to try and demonstrate the power that money has to motivate, something that both Maslow and

7 Herzberg seemed to try and downplay. Davidmann s theory says that there needs and wants which we all have, and we will work to achieve what it is that we desire. To achieve this, people with co-operate with each other and work harder and more efficiently in hopes of achieving their goals. In doing so, one will gain satisfaction and reward for their efforts, lessons which will be learned and put to use in helping to motivate a person in all that they do.