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Maslow Acknowledges That Human Behaviour Is More Complex Than Simply Moving ...


Maslow acknowledges that human behaviour is more complex than simply moving from one level to the next, and recognises that this theory does not take into account concepts such as selfishness and hedonism (ibid: 396). In section 4, this will be explored further with particular reference to negative psychological factors that have been identified in some instances of corporate high-achievers.

Herzberg
Herzberg's theory of hygiene and motivation factors has some parallels with Maslow's hierarchy of needs. Herzberg differentiates between motivation factors and hygiene factors, which do not in themselves motivate, but without which there is dissatisfaction. Hygiene factors include issues such as a safe workplace, which correlate more closely with the more basic needs identified by Maslow, while motivational needs include matters such as varied, interesting work which may make the role fulfilling and enjoyable for the individual. Herzberg suggests that adding motivators (e.g. increasing the interest of the work) has a longer-lasting effect on employees than adding hygiene factors (e.g. a pay rise) so will need to be done less frequently (Herzberg 1968: 96).
Clearly some individuals consider certain elements of their job more important than others: charitable organisations, for example, tend to pay lower salaries than businesses, yet may attract staff for altruistic reasons, while a salesperson who relishes the challenge of meeting targets and earning large bonuses would be unlikely to be attracted such a role. This suggests that for some, money is a hygiene factor while for others it is a motivating factor, yet perhaps more insight can be gained by considering how the individual spends or saves their money, and what needs it may help them to satisfy. For the salesperson, commission may actually fulfil a hygiene role: if they were not paid bonuses for bringing in additional work, dissatisfaction may be caused. Recognition of performance through a commission structure may also contribute to self-perception of status.
Herzberg's research led him to identify specific elements of work as motivators, providing job satisfaction:

Five factors stand out as strong determiners of job satisfaction achievement, recognition, work itself, responsibility and advancement the last three being of greater importance for lasting change of attitudes (Herzberg 1966: 72-3)
Responsibility and recognition might be seen as difficult to avoid in a senior role, and such an individual has the autonomy to influence the nature of their work and to delegate. Advancement may be somewhat harder to come, particularly in a hierarchical structure where turnover of Board level staff is low, or if the individual is a Managing Director or CEO: a sense of progression may be pursued through other means.


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