The theory of motivation K. AlderferIntroduction

The theory of motivation K. AlderferIntroduction
Nowadays we live in a society, which doesn’t stand at one point, it is changing constantly. In comparison to human interests and desires in the XX century, modern needs have increased in twice because of the technological and digital revolution.
People live in comfortable conditions and they do not have brightly expressed needs in food or shelter. Some people devote their live to self-cognition and self-esteem or others find themselves in work and creativity.
Clayton Paul Alderfer foreseen this situation several descents ago and it inspired him to create a new motivation theory, based on Maslow study, which had become irrelevant and outdated. Thus, in these days human beings has the system which can characterize a need hierarchy and this work has got useful and applicable in some narrow areas.
Theoretical part
Clayton Paul Alderfer was an American psychologist and consultant, lived in 1940-2015 years. He got known because of his theory of motivation, based on three main types of human needs: Existence, Relatedness and Growth (ERG).
Clayton P. Alderfer published the work in 1969. It was considered a reformulated and developed Maslow’s need hierarchy theory. Alderfer condensed 5 levels to three and named them after basic priorities.
Alderfer’s model narrates that all people are born with three essential needs. The first and the lowest one in his pyramid is Existence, it relates to physical and psychological survival. After that Relatedness follows, it is responsible for a good relationship with yourself and a healthy sense of community. The third need, which placed on the top of Alderfer’s pyramid, is Growth; it also has an important influence to humans and relates to fulfillment and professional success.
This model can be described in a more detailed and thorough way:
Existence consists of the first two levels of Maslow’s theory (the physiological and the safety needs). It is satisfied by material incentives: water, food, sleep and shelter. Without these components human beings will disappear and die.
Relatedness includes external esteem, social belonging and interactions. It satisfies social needs such as family, friendship and ego necessities, including status and respect.
Growth is the most complicated stage because it differs from person to person and it is difficult to satisfy. This level comprises of the fourth and fifth levels of Maslow’s theory (self-esteem and self-actualization). People are obliged to become more creative and flexible in order to achieve full potential in the existing environment. These needs are only satisfied by achieving potential ability and purpose.
These stages are connected to each other because human beings can be motivated by multiple levels of need at once. Then they can change over time, in other words the most important ones can get the least essential and significant for individuals in several months or years. What is more, human priorities and goals may be fluid and volatile; it means that they move between the levels of need: go upwards or downwards.
K. Alderfer classifies two primary form of this relationship:
1. The first type is satisfaction or it can be named progression. In this situation people satisfy the lowest needs and proportionally progress to higher stages, where needs are less concrete.
2. The next form is frustration, in other words is regression. It is movement from the inconcrete, highest need levels to specific, well formulated stages. People are not able to find ways to reach their aims of self-esteem and self-actualization, so they frustrate and reinforce themselves in lower stages, double their efforts in order to achieve top goals.
Speaking about a degree of meeting needs, Alderfer tried to set up a connection between desire and its actualization and, as a result, he defined seven following concepts:
If the existence needs (E) are less satisfied, then they will manifest themselves more.
If the social needs(R) are less satisfied, then the existence needs (E) will have stronger influence.
If the existence needs (E) are more satisfied, then the social needs (R) will assert themselves more actively.
If the social needs(R) are less satisfied, then they will increase more.
If the personal growth and self-realization needs (G) are less satisfied, then the social needs (R) will become stronger.
If the social needs(R) are less satisfied, then the self-realization needs (G) will increase more.
If the self-realization needs (G) are less satisfied, then they will be more active. If the self-realization needs (G) are more satisfied, then they will become stronger.
Thus, unlike Maslow’s theory, Alderfer’s model can be followed in various order; it should not be started in the bottom and satisfied one level after the other, slowly growing. Individuals are capable to satisfy their social belonging needs and then the existence needs such as water, food and shelter. Besides, it is not the only discrepancy with Maslow’s theory, there is the whole list of differences.
Firstly, Maslow’s model compels to move on from the existence needs to the relatedness or growth stages, whereas Alderfer’s theory has the other actualization need procedure, it differs from person to person. Moreover, Alderfer’s theory has regression concept that means that individuals, who are not able to satisfy inconcrete needs, can increases forces at lower levels, which is absent in Maslow’s model.
Therefore, these discrepancies give Alderfer’s theory a range of advantages.
According to the theory individual differences among people, every individual is unique and ERG theory supports this point of view. It says everyone has different importance of needs levels basing on his own background, experience and environment. Then it makes the theory more actual and relevant. For instance, a competent and intelligent person will stay at growth and relatedness needs, whereas a person with less income will value material benefits.
What is more, it can be noted that Alderfer’s need model is less limiting and restrictive, unlike the other earlier content theories. It is direct, simple to analyze and understand.
Nevertheless, critics have not leaved this work without attention. They named the reason why the theory is not popular nowadays. It is because the need stages are not strictly divided, so that goes against the theory of motivation. Especially, it applies to the term “relatedness” which is used by many people in a wrong way; it is confusing and it adds extra misunderstanding to borders of these stages.
Practical part
Despite the fact Alderfer’s need model has not got a big popularity, it is still discussed in groups of scientists and employers. Entrepreneurs have seen its usefulness and significance, so they apply the theory in practice.
It should be noted there are some rules, which attentive and conscious employers follow for supporting high productivity in companies. The first postulate, based on Alderfer’s theory, can be formed in the following way: if an employee devotes all his energy to satisfy material benefits, it is unlikely that he will be interested in a working process. The only things that he will care about are comfort in a workplace, safety and health. That is why; the employers should provide him with these material needs.
Nowadays some large Western companies pay serious attention to the health of all their employees: from senior managers to ordinary employees. It means that they organize annual medical examinations and consultations devoted to the theme of proper nutrition and physical activity.
For instance, the Texas Mesa petroleum corporation spends $ 600 a year for 700 participants in order to take part in the company's Wellness program. The Texas FORNEY Engineering firm has established money prizes for those who lead a healthy and an active lifestyle: going hiking, following doctors’ recommendations for maintaining health, and losing their weight.
The other example of using this rule is the Japanese Ministry of Health, Labour and Welfare. In 1988, they obliged employers to hire an instructor-methodologist, a nutrition specialist, a psychologist and a trainer for physical culture and health work in companies.
The Russian entrepreneurs also value the health and well physical shape of their staff; they consider these factors are important resources needed in the same way as experience and qualification.
Thus, Public Surgutneftegas — a Russian oil and gas company, provides its employees preferential permits on resort treatment, as well as PJSC Gazprom — a Russian partially state-owned multinational energy corporation, compensates expenses to resort treatment in the amount of 80 percents.
The next rule, derived from the theory of motivation, for developing an efficient and productive corporation is creation of a friendly and peaceful atmosphere among staff. This postulate closely relates to the second stage, which is responsible for the social needs because teamwork places an important role for getting success.
Therefore, team-building exercises are well-spread these days. Their aim is to expose and address interpersonal problems within the group. Goal setting and role clarification have impact on cognitive, affective, process and performance outcomes. For example, the head of British insurance company Admiral is famous for his love to unusual team-building games and techniques. From time to time, he organizes for his employees a game called “egg roulette”. The task of the game is to smash an egg onto the head; the idea is that one of the eggs is not boiled, so employees are playing in a game of chance. In general, this activity helps to improve communication among personal and to solve existing conflicts and misunderstandings because the staff will share their emotions, no one will be disinterested and indifferent.
All over the world companies apply these techniques in order to find team-oriented workers: Coca Cola’s staff members participate in flash mobbing, Yahoo! employees take part in the he Food Truck Challenges, Facebook managers join to sailing around Boston Harbor. In Russia, SIBINTEK company, working on the market of IT services and outsourcing, arrangers corporate events four times in a year for all staff in order to bring team members together.
Finally, it is necessary to present the third, based on Alderfer’s theory: if a person satisfies his needs such as self-actualization and self-esteem and he is doing his best to take leadership positions, so such employee should be praised and encouraged.
Therefore, entrepreneurs create rewards strategies and incentive policies. One of the best encouraging systems has been invented by Google. This worldwide giant has two kind of compensation: a fixed segment (normal salary) and a variable segment (bonuses). Bonuses are divided in three branches: “peer bonuses” (150 dollars), performance bonus (15% or more of the fixed payroll), collective ones (10% of salary). The first type of incentives is the extent to which the employee has contributed to Google’s development. The second bonus is based on three variables: the employee’s job position, their performances (or results) and a multiplier rate. As a result, in 2016, Google CEO Sundar Pichai received a bonus of 200 million dollars in stock options. The last kind is a periodical award, based on the various bonus programs in operation throughout the multinational’s various divisions. Thus, in 2007, all staff members received a vacation bonus of 1000 dollars.
To sum up, Alderfer’s theory has found the application in many companies all over the world. It helps conscious entrepreneurs to satisfy needs of employees and, as a result, it works for general efficiency and productivity.
Conclusion
Clayton Paul Alderfer could find a connection between different levels of human needs and desires. He found the key how to motivate people because of his model. That is why, his theory is succeeded nowadays. It gives a clear understanding of human needs and the nature of motivation.
In other words, the Alderfer’s theory allows managing people. Especially, it is spread among entrepreneurs. The worldwide giants such as Google, Coca Cola, Yahoo! and Facebook apply the theory in practice, so they progress significantly. They know what should be done for getting high productivity and efficiency because of Alderfer’s theory.
Finally, it helps individuals to satisfy their needs in order to take place as a person and it is the most important result which the work achieved.
References
Alderfer, C. P. (1969). An empirical test of a new theory of human needs. Organizational Behavior and Human Performance, 4, 142–175.
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Maslow, A. H. (1943). Classics in the History of Psychology. Psychological Review, 50, 370 –396.
Your Article Library. – URL: https://www.yourarticlelibrary.com/motivation/theories-motivation/alderfers-erg-theory-of-motivation-advantages-and-limitations/63866 (accessed 7.12.2020)
World of work project. – URL: https://worldofwork.io/2019/02/alderfers-erg-theory-of-motivation/ (accessed 7.12.2020)