Taylor was one of the first to recognize the problem of motivating workers. He criticized the existing level of wages on the verge of starvation for a person. He objectively defined the concept of “sufficient daily output” and proposed to pay workers in proportion to their contribution. Only those workers who produced more products than planned received additional wages. As a result, workers' productivity increased markedly. According to Taylor, the task comes down to putting a person on 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:

• a person 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 workers want is a high salary.

Thus, Taylor made motivation using the “carrot and stick” method 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 (which emerged in the 40s of the twentieth century) believe that human behavior is determined by his needs. All needs Maslow's man divided into five groups in a strict hierarchical sequence in the form of a pyramid (base - physiological needs, top - spiritual needs):

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

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

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

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

There is also a more detailed classification. The system has seven main levels (priorities):

1. (lower) physiological needs: hunger, thirst, sexual desire, etc.;
2. need for security: a feeling of confidence, freedom from fear and failure;
3. need for belonging and love;
4. need for respect: achieving success, approval, recognition;
5. cognitive needs: know, be able to, explore;
6. aesthetic needs: harmony, order, beauty;
7. (highest) need for self-actualization: realization of one’s goals, abilities, development of one’s own personality.

A. Maslow's theory is basic for modern theories motivation.

K. Alderfer's theory

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

1. existence needs - for Maslow these are physiological and safety needs;
2. communication needs - for Maslow these are social needs: the desire to communicate and have friends, family, colleagues, bosses and subordinates, as well as some prestigious needs: the desire for a certain position in society, group security;
3. 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 steps of the hierarchy is possible in two directions: both bottom-up and top-down, if the need for more is not satisfied. high level.

D. McGregor's theory

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

Theory X formulates the command and control philosophy of traditional management (management by control): the manager tells workers what they are required to do and applies punishment or reward in the process. The manager’s actions are based on the following approaches:

• the person has an aversion to work and, as far as possible, avoids it;
• most people should be forced to work, controlled and directed by threat of punishment;
• a 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 the higher ones.

Theory "Y"– the basis of the so-called “participatory management” (management through motivation); it is based on the following assumptions:

• labor is a natural process, and ordinary people do not dislike work in the same way as when playing or relaxing;
• control and threat of punishment are not the only way make a person work conscientiously: if people are involved in organizational goals, they try to work hard, using self-control and self-management;
• a person’s desire for a certain 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 demonstrate resourcefulness, imagination, and creativity in solving organizational problems is widespread among employees;
• in conditions modern production The potential of the average worker is not fully utilized and should be maximized.

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

McGregor argued that employees are generally more likely to behave in accordance with Theory Y, but organizational conditions and management practices force them to choose behavior in accordance with Theory X.

Theory of F. Herzberg

F. Herzberg's theory is known as the theory of two factors. The theory arose in connection with the need to clarify the influence of material and intangible factors on employee motivation. 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 companies, conducted in 1959, showed that there are two sets of conditions (factors), which, each in their own way, influence the behavior of workers:

1. Hygiene factors, eliminating dissatisfaction, are associated with the environment, internal needs, personal self-expression - company policy, workplace safety, production conditions (lighting, noise, air), status, salary, interpersonal relationships in a team, the degree of direct control by the manager, relationships with the immediate superior;
2. Motivational factors that cause satisfaction are directly related to the nature of the work itself - the content of the labor process ( interesting work, opportunity for development, advanced training, creative and business growth), high degree 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 completely absent, then the employee develops a feeling of dissatisfaction. But even if hygiene factors eliminate staff dissatisfaction, they alone cannot motivate them. Only motivational factors can cause a feeling of satisfaction. If both groups of factors are arranged in the form of a measuring scale, then they will look like this: hygiene factors are located on the scale 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 management: hygiene 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 labor “enrichment” programs containing a detailed list of hygiene and motivating factors.

D. McClelland's theory

D. McClelland's theory is known as the theory of needs, it proceeds from the fact that with the development of economic relations and the improvement of management methods, the role of needs of higher levels increases: the need for success, power and participation. The author does not arrange these needs hierarchically, but points out that they significantly influence one another.

The need for success is satisfied by the process of bringing work to successful completion. McClelland understood the need for success as the stable ability to strive for achievement and success. He found that people who strive for achievement:

• take well-calculated risks;
• prefer tasks of medium complexity, but those that are novel and require personal initiative and a creative approach;
• concentrate more on work than on employees, do not like breaks in work;
• prefer work situations where they can work and make decisions independently;
• require direct feedback, frequent assessments of work results (both from outside and their own);
• feel great satisfaction from the work process (intrinsic motivation);
• For them, money serves more as an indicator for assessing achievements.

If an organization does not provide opportunities for people to take initiative and reward them accordingly, it will never succeed.

According to McClelland, motivation for success is a condition for the successful performance of a manager. Numerous studies have shown that managers are characterized by higher motivation for achievement and success than other professional groups with appropriate education. It has also been established that managers who have achieved great success have, accordingly, 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 because it allows them to exercise and exercise power. People with a high need for power find 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, and 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 among friends, to establish companionship, to help others (work helps to satisfy these needs). These people prefer cooperation rather than competition in their work and strive to establish relationships with a high level of mutual understanding.

Observations and surveys large number workers allowed us to obtain data on how workers themselves evaluate various conditions and characteristics of their work. Two groups of factors were studied: enhancement factors that stimulate labor intensity, 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 wages with the results of labor;
• approval and recognition by management of a job well done;
• work content that stimulates the development of personal abilities;
• complex, stressful and difficult work;
• work that allows you to think for yourself;
• high degree of responsibility for the assigned work;
• work that requires a creative approach.

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

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

Thus, the basis of the considered substantive theories of motivation is the analysis of people's needs and their influence on the motives that motivate a person to act.

Introduction…………………………………………………………….………3

1. The concept of motivation…………………………………………………………….……..5

2. The essence of A. Maslow’s theory of motivation…………………………..…..7

3. Application of the hierarchy of needs in marketing………………….12

Conclusion……………………………………………………………..13

List of references……………………………………………………….15

Applications……………………………………………………………………………….16

Practical back “Questionnaire for surveying cinema visitors in order to increase the level of attendance”…………………………………….18

INTRODUCTION

In the past, marketers learned to understand their customers through their day-to-day trading interactions with them. However, the growth in the size of firms and markets has deprived many marketing executives of direct contact with their customers. Managers are increasingly having to resort to consumer research. They are putting more effort and spending more money than ever before into consumer research, trying to figure out who buys, how they buy, when they buy, where they buy, and what factors influence the buying process.

A. Maslow’s theory, although it was widely criticized, due to its universal capabilities, served as the basis for many modern models motivation of work and has found application in a number of organizational innovations. Maslow's ideas, while remaining primarily a theoretical construct that explains individual behavior “after the fact,” are still widely used to improve leadership style.

It is important for a marketer to find out how the consumer understands what products he needs and why it satisfies his needs in the best possible way. The proposed product must be primarily useful to the consumer.

The purpose of the work is to explore the application of A. Maslow’s theory of motivation in practical marketing.

Job objectives:

1) analyze the concept of motivation;

2) explore the essence of A. Maslow’s theory of motivation;

3) reveal the application of the theory of motivation in marketing.

The work consists of an introduction, three paragraphs, a conclusion, a list of references, applications and a practical task on the topic “Questionnaire for surveying cinema visitors”

Motivation concept

Motivation, considered as a process, can theoretically be represented in the form of six successive stages.

Naturally, such consideration of the process is rather conditional, since in real life there is no such clear delineation of stages and no separate processes of motivation. However, to understand how the motivation process unfolds, what its logic and components are, the model below may be acceptable and useful.

The first stage is the emergence of needs. The need manifests itself in the form that a person begins to feel that he is missing something. It appears at a specific time and begins to “demand” from a person to find an opportunity and take some steps to eliminate it. Needs can be very different. Can be roughly divided into three groups:

1. Physiological

2. Psychological

3. Social

The second stage is finding ways to eliminate the need.

Once a need has arisen and creates problems for a person, he begins to look for opportunities to eliminate it: satisfy it, suppress it, ignore it. There is a need to do something, to undertake something.

The third stage is determining the goals (directions) of action. A person fixes what and by what means he must do, what to achieve, what to receive in order to eliminate the need. At this stage, four points are linked:

1. what should I get to eliminate the need;

2. what should I do to get what I want;

3. to what extent can I achieve what I want;

4. how much what I can get can eliminate the need.

The fourth stage is the implementation of action. At this stage, a person expends effort in order to carry out actions that should ultimately provide him with the opportunity to obtain something in order to eliminate the need. Since the work process has the opposite effect on motivation, adjustments to goals can occur at this stage.

The fifth stage is receiving a reward for performing an action. Having done some work, a person either directly receives something that he can use to eliminate a need, or something that he can exchange for an object he desires. At this stage, it becomes clear to what extent the implementation of actions gave the desired result. Depending on this, there is either a weakening, preservation, or strengthening of motivation to action.

The sixth stage is the elimination of need. Depending on the degree of relief of tension caused by the need, as well as on whether the elimination of the need calls weakening or strengthening the motivation for the activity, the person either stops the activity before a new need arises, or continues to look for opportunities and take actions to eliminate the need.

Knowledge of the logic of the motivation process does not provide significant advantages in managing this process. Several factors can be pointed out that complicate and make unclear the process of practical deployment of motivation. An important factor is not the obviousness of motives. One can assume and guess about what motives are at work, but it is impossible to “isolate” them explicitly.

The next important factor is the variability of the motivational process. The nature of the motivational process depends on what needs initiate it. However, the needs themselves are in a complex dynamic interaction with each other, often contradicting each other or, conversely, strengthening the actions of individual needs - while the components of this interaction can change over time, changing the direction and nature of the action of motives, therefore, even with the deepest knowledge of a person’s motivational structure , the motives of his action may result in unforeseen changes in a person’s behavior and an unexpected reaction on his part to motivating influences.

Another factor that makes everyone’s motivational process specific person unique and not one hundred percent predictable is the difference in the innovative structures of individual people, the different degrees of influence of the same motives on different people, varying degrees of dependence of the action of some motives on others. In some people the drive to achieve results may be very strong, while in others it may be relatively weak. In this case, this motive will have a different effect on people’s behavior. Another situation is also possible: two people have an equally strong motive to achieve a result. But for one, this motive dominates over all others, and he will achieve results by any means. For another, this motive is comparable in strength to the motive for complicity in joint actions. In this case this person will behave differently.

The process of motivation is very complex and ambiguous. Exists large number various theories of motivation that try to explain this phenomenon

The essence of A. Maslow's theory of motivation

The research of the American psychologist Abraham Maslow (A. Maslow, 1908-1970) is the basis for the study of human behavior at work and is used in motivation management, conflict management and other areas of modern management.

According to Maslow (Hierarchy of Needs), “Human needs are arranged in a hierarchy. In other words, the emergence of one need is usually preceded by the satisfaction of another, more pressing one. Maslow identifies five sets of goals, which he calls basic needs. He includes: physiological needs, the need for safety, the need for love, the need for satisfaction of feelings self-esteem and finally, the need for self-actualization. The hierarchical nature of these needs or goals means that “the dominant goal monopolizes consciousness and in a certain way stimulates and organizes the various abilities of the organism required to achieve it. Less urgent needs are minimized, or even forgotten, or denied” (Maslow, 1943) (this view has received the most criticism).

Needs in order of priority:

1) physiological needs (hunger, thirst, shelter, warmth, sleep, etc.);

2) security needs (family safety, health, employment, stability);

3) needs of belonging and love (friendship, family, belonging to a group, communication);

4) needs for respect, recognition (self-esteem, attitude of others);

5) needs of self-actualization, or needs of personal improvement (self-expression, personal development).

Maslow considers the basis of the hierarchy of needs (pyramid) to be physiological needs and, above all, the need for food. Here's what he writes:

“Without a doubt, physiological needs are the most vital of all needs. First of all, this means that for a human being who has nothing at all, the basis of motivation will be precisely physiological needs, and not something else. A person deprived of food, security, love and respect will naturally, first of all, strive to obtain food. A craving for writing poetry, a desire to buy a car, an interest in American history, the desire to buy new shoes in emergency cases is completely forgotten or becomes secondary. For a person experiencing a strong feeling of hunger, there is no other interest other than food. He dreams and thinks about her, he remembers her and strives to find her... Freedom, love, a sense of community, respectful attitude - they are all dismissed as tinsel, because they cannot fill the stomach. Truly such a person lives only by bread alone.

[...] When there is no bread, a person really lives by bread alone. But what happens to a person's desires when he does not lack bread? Other (more “elevated”) needs immediately arise, which replace physiological needs and become dominant. When they find satisfaction, new (and again “more sublime”) needs arise, and so on. This is what we mean when we say that basic human needs form a hierarchy of relative dominance... Only unsatisfied needs are dominant for an organism and its behavior. If hunger is satisfied, the feeling of hunger loses its significance in the system of personality activity factors.” (Maslow, 1943).

If physiological needs are satisfied, then, according to Maslow, new needs will arise, in this case, security needs. He believes that “everything said about physiological needs can be, albeit to a somewhat lesser extent, applied to desires of this kind. The body can only be covered by them. They can act as almost the only principles that determine behavior, subordinating all the abilities of the organism, which allows us in this case to imagine the organism as a mechanism striving to achieve safety.” Maslow illustrates his idea of ​​the need for security by considering the desire for security in a child and the behavior of neurotic or almost neurotic adults, who in many cases behave in the same way as a child who does not feel safe. As with physiological needs, he believes that “the security needs of the healthy, normal, successful adult are sufficiently satisfied within our culture... as a result of which such needs do not play an active motivational role. Just as a well-fed person does not feel hungry, a person who is safe does not experience much anxiety in this sense.” If both physiological needs and the need for safety are satisfied sufficiently, then, according to Maslow, the need for love, affection and a sense of belonging to a certain community of people arises, and the whole cycle described in relation to physiological needs and the need for safety repeats . Thus, “a person begins to feel especially acutely the absence of friends, lover, wife or children. He craves sensual relationships with other people, he tries to occupy a certain place in a certain group and actively strives to achieve this goal. He wants this more than anything in the world and usually completely forgets that at that time, when he was hungry, love made him smile.” Unlike the need for security and physiological needs, the need for love, affection and belonging to a certain group of people is satisfied in modern society much more difficult. As Maslow points out, “the inability to satisfy these needs is usually the cause of all kinds of disorders and more serious mental pathologies.” And again, when these needs are sufficiently satisfied, needs of a different kind arise. Maslow writes:

“All people in our society (except in pathological cases) have a need for stable, solid (and usually high) self-esteem, self-esteem or self-esteem, which must be reinforced by respectful treatment from other people. By the soundness of self-respect we understand the feeling that is caused by certain real achievements and the corresponding respectful attitude of others... Satisfaction of the need for self-esteem leads to the emergence of a feeling of self-confidence, dignity, sensation own strength, capacity, usefulness and necessity in this world. The impossibility of satisfying these needs results in a feeling of one’s own inferiority, weakness and helplessness.”

Maslow considered self-realization, self-actualization to be the last and highest stage in the hierarchy of needs. If physiological needs and the needs for safety, love and respect are satisfied to a sufficient extent, “we can expect that a person will have (this does not always happen) a new need, unless he is already doing what he seems to be doing.” he is called. A musician must create music, an artist must paint pictures, a poet must write poetry, otherwise they will not feel happy people. A person must become what he can become. This need we call self-actualization... it consists of the desire to become more and more who you are, to become everything that is determined by your capacity for becoming.” Maslow readily agrees that this need can vary greatly from person to person. He again emphasizes that the prerequisite for the emergence of the need for self-actualization is the satisfaction of physiological needs, for safety, love and respect. He writes: “We have the right to call people who have satisfied the indicated needs [of the first four levels] “generally satisfied people”; and from this it follows that we can expect from them the most complete (and healthy) creativity. Because “generally satisfied people” are the exception in our society, we are not very familiar, both experimentally and clinically, with the phenomenon of self-actualization. Its research is a matter of the future.”

The history of science knows many attempts to substantiate certain motives human activity, I think that this question should generally be considered in the context of “eternal” questions, and put on a par with such as “who am I,” “what am I for,” “what can I do,” and so on. Among modern concepts that aim to answer the question of the motives of human activity, one can cite Alderfer’s growth theory, the doctrine of acquired needs, developed by McClelland, Herzberg’s concept of two factors and a number of others.

In the mid-fifties of the last century, there was a significant resonance in scientific world was caused by Maslow's theory of motivation, which the scientist developed, initially focusing on the need to form modern systems management of socio-economic behavior in

As the starting points of his doctrine, A. Maslow proceeded from the adoption of such provisions, which then became the prerequisites for the formulation of the main ideas of the theory of motivation.

So, Maslow argued that human needs are an objective fact, while various stages of his existence he can experience first one of them, then another. Moreover, some of them may be present throughout life, while others may occur episodically. On this basis, the scientist concludes about the existence of a certain hierarchy in and, consequently, about the motives that are formed by them. As Maslow's theory of motivation states, in the course of life, needs that are not satisfied encourage activities aimed at satisfying them.

Further, if some of them are already satisfied, then they, in turn, form the motives for “taking” a higher level. Based on this ranking, A. Maslow’s classification took the form of a pyramid, at the base of which he put needs, the satisfaction of which is the primary task. These are physiological: in food, rest, sleep and other factors of the elementary physical life support of the individual. According to Maslow, needs that have already been satisfied do not motivate a person to be active, and, in addition, their structure is dynamic - some that are already satisfied are replaced by others that are unsatisfied.

According to A. Maslow, it contains five levels (or steps).

At the first stage there are those that provide a person with basic survival in the natural environment as a biological being. These are the needs for a clean atmosphere, water, shelter, food, rest, and so on.

The second stage is occupied by needs, on the basis of which motives for ensuring one’s own safety are formed, and here Maslow’s motivation includes not only aspects of a physical nature, but also social ones - these are motives that encourage good work in order to have higher earnings, live more comfortably, receive medical care etc.

The most common human functions - in recognition, in communication, maintaining partnerships and friendships, in organizing and maintaining collective forms of life - are located in the middle of A. Maslow's pyramid.

At the fourth stage, Maslow’s theory of motivation provides for the location of needs that mediate and determine the motives of high social level- encouraging activities that ensure social recognition, achievement of power statuses, claims for public recognition of a person’s services to society.

The fifth stage is occupied by needs that initiate motives of personal social significance. Here a person is motivated to achieve high creative indicators and their recognition by society.

Since Maslow’s theory of motivation assumes that the connections in the pyramid are dynamic, that is, the achievement of one need forms a new one, and then the motive to satisfy it, it is important to imagine and be able to answer the question of what happens when a person reaches the fifth, the last, top step?

A. Maslow answers this question in such a way that achieving such a level does not mean at all that there is a disappearance or some weakening of the effect of needs on the formation of motives for activity.

In addition to the unique architectural structures There are also pyramids of a different kind, which, nevertheless, cause far from weak excitement around them. They can be called intelligent structures. And one of them is the pyramid of needs of Abraham Maslow, a famous American psychologist, the founder of humanistic psychology.

Maslow's pyramid

Maslow's pyramid is a special diagram in which all human needs are presented in a hierarchical order. However, none of the scientist’s publications contains any schematic images, because he was of the opinion that this order is dynamic in nature and can change depending on the personality characteristics of each individual person.

The first mentions of the pyramid of needs can be found in German-language literature of the 70s of the 20th century. In many educational materials in psychology and marketing they can still be found today. The needs model itself is actively used in economics and is of great importance for the theory of motivation and consumer behavior.

It is also interesting that there is a widespread opinion that Maslow himself did not create the pyramid, but only identified general features in the formation of the needs of people who are successful in life and creative activity. And the pyramid was invented by his followers, who sought to clearly present the scientist’s ideas. We will talk about this hypothesis in the second half of the article. For now, let’s look at what Maslow’s pyramid is in detail.

According to the scientist's research, a person has five basic needs:

1. Physiological needs (first step of the pyramid)

Physiological needs are characteristic of absolutely all living organisms existing on our planet, and, accordingly, of every person. And if a person does not satisfy them, then he simply will not be able to exist, and also will not be able to fully develop. For example, if a person really wants to go to the toilet, he will probably not enthusiastically read a book or calmly walk through a beautiful area, enjoying the amazing scenery. Naturally, without satisfying physiological needs, a person will not be able to work normally, engage in business or any other activity. Such needs are breathing, nutrition, sleep, etc.

2. Security (second stage of the pyramid)

This group includes the needs for security and stability. To understand the essence, you can consider the example of babies - while still unconscious, they strive on a subconscious level, after satisfying their thirst and hunger, to be protected. And only a loving mother can give them this feeling. The situation is similar with adults, but in a different, milder form: for security reasons, they strive, for example, to insure their lives, install strong doors, put locks, etc.

3. Love and belonging (third step of the pyramid)

We are talking about social needs here. They are reflected in such aspirations as making new acquaintances, finding friends and a life partner, and being involved in any group of people. A person needs to show and receive love towards himself. In a social environment, a person can feel useful and important. And this is what motivates people to satisfy social needs.

4. Recognition (fourth step of the pyramid)

After a person satisfies the need for love and belonging to society, the direct influence of others on him decreases, and the focus is on the desire to be respected, the desire for prestige and recognition of various manifestations of his individuality (talents, characteristics, skills, etc.) . And only in case of successful realization of his potential and after achieving recognition of people important to a person, he comes to self-confidence and his abilities.

5. Self-realization (fifth stage of the pyramid)

This stage is the last and it contains spiritual needs, expressed in the desire to develop as a person or a spiritual person, as well as to continue to realize one’s potential. As a consequence - creative activity, attending cultural events, striving to develop their talents and abilities. In addition, a person who has managed to satisfy the needs of the previous stages and, having “climbed” to the fifth, begins to actively seek the meaning of life, study the world around him, and try to make his own contribution to it; he may begin to develop new views and beliefs.

This is a description of basic human needs. You can evaluate for yourself how true these descriptions are by simply trying to look at yourself and your life from the outside. Surely, you can find a lot of evidence of their relevance. But it should be said, among other things, that there are several controversial points in Maslow’s pyramid.

Authorship

Despite the fact that the authorship of the pyramid is officially attributed to Abraham Maslow, he has nothing to do with the version we have today. The fact is that in the form of a graph, the “Hierarchy of Needs” appeared in 1975 in the textbook of a certain W. Stopp, about whose personality there is practically no information, and Maslow died in 1970, and in his works, as already mentioned, there was not a single graphics.

A satisfied need ceases to motivate

The main question here is the relevance of needs for a person. For example, a self-sufficient person who is indifferent to communication does not need it and will not strive for it. Anyone who feels protected will not strive even more to protect themselves. Simply put, a satisfied need loses its relevance and moves to another level. And to determine current needs, it is enough just to identify unsatisfied ones.

Theory and practice

According to many modern psychologists, despite the fact that Maslow’s pyramid is a clearly structured model, it is quite difficult to apply it in practice, and the scheme itself can lead to completely incorrect generalizations. If we put all the statistics aside, a number of questions immediately arise. For example, how dark is the existence of a person who is not recognized in society? Or, should a person who is systematically malnourished be considered absolutely hopeless? Indeed, in history you can find hundreds of examples of how people achieved enormous results in life precisely because their needs remained unsatisfied. Take, for example, poverty or unrequited love.

According to some sources Abraham Maslow subsequently abandoned the theory he put forward, and in his subsequent works (“Towards the psychology of being” (1962), “Far limits human nature"(1971)), the concept of personal motivation was significantly refined. And the pyramid, which many specialists in the field of psychology and marketing are trying to find application for today, has generally lost all meaning.

Criticism

The main reason for criticizing Maslow's pyramid is its hierarchy, as well as the fact that needs cannot be completely satisfied. Some researchers interpret Maslow's theory in a generally unflattering way. According to their interpretation, the pyramid suggests that man is an animal that constantly needs something. And others say that Maslow's theory cannot be applied in practice when it comes to business, marketing and advertising.

However, the author did not adapt his theory to business or advertising, but only tried to answer questions in which, for example, behaviorism or Freudianism came to a dead end. Maslow simply sought to provide insight into human motivation, and his work is more philosophical than methodological.

Advantages and Disadvantages

As is easy to see, the pyramid of needs is not just a classification of them, but reflects a certain hierarchy: instinctive needs, basic, sublime. Every person experiences all these desires, but the following pattern comes into force here: basic needs are considered dominant, and higher-order needs are activated only when the basic ones are satisfied. But it should be understood that needs can be expressed completely differently for each person. And this happens at any level of the pyramid. For this reason, a person must correctly understand his desires, learn to interpret them and adequately satisfy them, otherwise he will constantly be in a state of dissatisfaction and disappointment. By the way, Abraham Maslow took the position that only 2% of all people reach the fifth stage.

Samara State Aerospace
University named after Academician S.P. Queen
Faculty of Economics and Management

Theories of motivation according to A. Maslow

Completed by A.A. Kalacheva,

N. K. Rudenko
group 733

Samara 2010

Introduction

The behavioral scientific approach, as one of the areas of humanistic management, involves the use scientific methods and research to study human behavior. Its roots are in sociology, psychology, anthropology, economics and other disciplines. Main task adherents of behaviorism - identification and analysis of the driving motives of employee behavior and his interaction with other people in the organizational environment.

It was within the framework of this approach that the hierarchical theory of needs and motivational theory, authored by Abraham Maslow (1908-1970), were developed. It was his work that laid the foundation for further development ideas: “Motivation is the main tool for increasing efficiency.”

In our scientific work We propose to consider the essence of this theory and prove its relevance at the present time.

To do this, we will consistently consider the essence of motivation, concepts associated with it, Maslow’s theory, the reasons for Maslow’s criticism, modifications of his thoughts that are relevant for today, and tips for motivating workers at work.

Motivation - definition, essence, concepts associated with it

Motivation is the process of motivating oneself and others to act to achieve personal or organizational goals.

Labor motivation is the motivation to work that determines the employee’s attitude and behavior.

If we talk very simply about the problem of work motivation, then this is the extent to which an employee strives to work well, to strive for high dedication at work.

The main concept associated with motivation is “need”.

Needs are the most important prerequisites for motivation. Primary and secondary needs are distinguished:

· Primary needs are physiological in nature and, as a rule, innate. Examples include the need for food, water, breathing, sleeping and sexual needs.

· Secondary needs are psychological in nature. For example, the needs for success, respect, affection, power and the need to belong to someone or something.

When talking about motivation, the term “reward” is of great importance.

Reward is everything that a person considers valuable to himself. But people have specific concepts of value, and, consequently, the assessment of reward and its relative value is different. That is, what is valuable to one person may not be so to another. There are 2 types of reward:

· Internal;

· external.

Internal rewards come from the work itself.

Extrinsic rewards are the type of reward that most often comes to mind when you hear the word "reward".

Examples of extrinsic rewards are salary, promotion, symbols of job status and prestige (such as a corner personal account), praise and recognition, and additional payments ( additional leave, company car, payment of certain expenses and insurance).

The essence of Maslow’s theory can be briefly summarized as follows: a person’s motivation to work is the progressive satisfaction of needs from lower to higher.

In his theory, Maslow divided human needs into five main levels according to a hierarchical principle, which means that when a person meets his needs, he moves like a ladder, moving from a lower level to a higher one.

Drawing. Hierarchy of needs (Maslow's pyramid).

Let's decipher:

1. Physiological needs are necessary for survival. These include the needs for food, water, shelter, rest and sexual needs,

2. Needs for security and confidence in the future include the need for protection from physical and psychological dangers from the environment and confidence that physiological needs will be satisfied in the future. A manifestation of the need for confidence in the future is the purchase insurance policy or search reliable operation With good views to retire.

3. Social needs, sometimes called affiliation needs, is a concept that includes a feeling of belonging to something or someone, a feeling of being accepted by others, feelings of social interaction, affection and support.

4. Esteem needs include the needs for self-esteem, personal achievement, competence, respect from others, and recognition.

5. Self-expression needs - the need to realize one’s potential and grow as an individual.

Modern modification of Maslow's theory

Despite the obvious shortcomings, Maslow's theory is still used today. It remains relevant, albeit in a slightly modified state - in the form of “Maslow’s pyramid”, rotated 90. With this transformation of “Maslow’s pyramid” we will get a diagram of the number (volume) of needs satisfied by an organization with standard system wages.

Transformation of Maslow's pyramid

This image gives us a fundamentally different understanding of the tasks of the organization’s personnel motivation systems. This tells us that the organization must provide parallel motivation across the entire spectrum of motivating factors - from the highest to the lowest (according to Maslow).

Thus, the main task of the motivation system should be to transform the “triangle” of Maslow’s inverted pyramid into a rectangle, i.e. giving equal incentive weights to all factors influencing a person’s motivation in an organization. That is, as we can see in the figure, the company must first of all satisfy higher-order needs.

Graphic display of the objectives of the motivation system

Let's look at what exactly can satisfy each level of employee needs.

Figure 7 Place and role of labor incentive factors.

Some needs can and should be satisfied only materially, some only morally, but the overwhelming majority of needs can only be satisfied by a combination of moral (including organizational, i.e., obviously inherent in the management system) and material factors.

Collapse of the material incentive system

You can often hear that our people can only be motivated by money, that money is the most important motivator. But not only human resource specialists, but also many managers disagree with this.

This is the biggest misconception: everyone is motivated by money, except me. This is precisely what prevents many managers from using a wider range of means of influencing the motivation of subordinates. We are accustomed to the fact that money is the most important lever for influencing employee motivation. And it's hard to imagine that money can act as most powerful means DESTROYING STAFF MOTIVATION.

Typical situations in which incentive systems do not produce the desired effect can be grouped into four main blocks:

· payment of “prizes”,

· guaranteed bonuses,

· establishing unattainable bonuses

· bonuses for someone else's work.

Let's take a closer look at each of these groups.

Payment of the “premium”

The use of “bonus prizes” is found in many sectors of the Russian economy. Distinctive feature of these awards is their unexpected nature. It is believed that the use of this kind of rewards is intended not only to increase employee loyalty, but also to motivate them to active work during the next period.

However, as a rule, there is no increase in work efficiency. In order for bonuses to produce results, each employee must clearly understand why he received the bonus and the completion of what tasks will allow him to count on it in the future. Otherwise, bonuses are perceived by staff as an element of a lottery and do not lead to the increase in motivation expected by management.

Reason for error:
employees do not understand how the motivation system works and what needs to be done to receive a bonus.

Guaranteed bonuses

The situation when employees consider bonuses based on performance as part of their salary is most typical for industrial enterprises that inherited an incentive system from Soviet times. Surveys conducted among employees of oil-producing enterprises showed that when asked how much they received, the majority named the amount of wages, taking into account the variable part, and not salary. This means that the existing incentive system does not focus employees on achieving any results.

Reason for error:

They perceive bonuses not as a bonus for good work, but as an integral part of their monthly income.

Unattainable bonuses

Creating an incentive system with excessive requirements can demotivate staff. If management tries to impose obligations on employees for which they are not ready to take responsibility, the desired result will still not be achieved.
If a company sets unattainable goals for employees, this may indicate the following:

Incompetence of management;
- management is trying to reduce the company's labor costs. If the goals are not achieved, no bonuses will have to be paid and, therefore, incur additional costs;
- an attempt to correct the inflated self-esteem of employees.
However, if the goals are not achieved, the staff will not perform better. It should also be added that employees associate 90% of cases of failure to fulfill the plan not with their own inefficiency, but with the incorrect behavior of managers or with an irresistible external force that the same manager did not take into account. Therefore, we must be very careful in assessing the achievability of goals.