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370 M a n a g e m e n t o f H u m a n R e s o u r c e s M o t i v a t i o n T h e o r i e s a n d P r i n c i p l e s 371

Self-actualization
needs

Ego needs

Social needs
Safety needs

Physiological needs

Figure 18.1 Maslow’s hierarchy of needs.

The next level, ego needs, involves a need for self-respect and the
respect of others. People at this level are motivated by their own crafts-
manship, as well as by recognition of their achievements by others.
The highest level is that of self-actualization. People at this level are
self-motivated. This type of person is characterized by creative self-
expression. All you need do to “motivate” people in this group is to pro-
vide an opportunity for them to make a contribution.

Herzberg’s Hygiene Theory
Frederick Herzberg is generally given credit for a theory of motivation
known as the hygiene theory. The basic underlying assumption of the
hygiene theory is that job satisfaction and job dissatisfaction are not oppo-
sites. Satisfaction can be increased by paying attention to “satisfiers,” and
dissatis faction can be reduced by dealing with “dis-satisfiers.” The theory is
illustrated in Fig. 18.2.

Theories X, Y, and Z
People seem to seek a coherent set of beliefs that explain the world they
see. The belief systems of managers were classified by McGregor into two
categories, which he called Theory X and Theory Y.
Under Theory X, workers have no interest in work in general, includ-
ing the quality of their work. Because civilization has mitigated the chal-
lenges of nature, modern man has become lazy and soft. The job of
managers is to deal with this by using “carrots and sticks.” The carrot is
monetary incentive, such as piece rate pay. The stick is docked pay for
poor quality or missed produc tion targets. Only money can motivate the
lazy, disinterested worker.
Theory Y advocates believe that workers are internally motivated.
They take satisfaction in their work, and would like to perform at their

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