Alderfer’s ERG Theory

Discuss how Alderfer’s ERG Theory satisfied the criticisms of Maslow’s Hierarchy of Needs.
Discuss McClelland’s 3-Needs Theory as it relates to a manager’s success in the workplace.
Discuss the types of reinforcements available to managers for changing an employee’s behavior.

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How Alderfer’s ERG Theory satisfied the criticisms of Maslow’s Hierarchy of Needs

Alderfer’s ERG theory is a modification of Maslow’s hierarchy of needs. It addresses some of the criticisms of Maslow’s theory, such as:

  • The hierarchy is not always linear. Sometimes, people may regress to lower-level needs, even if their higher-level needs have been met.
  • People may simultaneously pursue needs from different levels of the hierarchy.
  • The hierarchy is not universal. Different cultures may have different needs.

Alderfer’s theory proposes that there are three categories of needs: existence, relatedness, and growth. Existence needs are the most basic needs, such as food, shelter, and safety. Relatedness needs are the need for social interaction and belonging. Growth needs are the need for self-actualization and personal development.

Full Answer Section

Alderfer’s theory argues that people are motivated to satisfy all three categories of needs, but not necessarily in a linear order. People may regress to lower-level needs if their higher-level needs are not met, and they may simultaneously pursue needs from different levels of the hierarchy.

Alderfer’s theory is also more culturally sensitive than Maslow’s theory. It recognizes that different cultures may have different needs. For example, in some cultures, the need for relatedness may be more important than the need for growth.

McClelland’s 3-Needs Theory as it relates to a manager’s success in the workplace

McClelland’s 3-needs theory is a theory of motivation that focuses on three specific needs: the need for achievement, the need for power, and the need for affiliation.

  • The need for achievement is the need to succeed and to be competent. People with a high need for achievement are motivated by challenges and by setting and achieving goals. They are also willing to take risks and to learn from their mistakes.
  • The need for power is the need to control others and to influence their behavior. People with a high need for power are motivated by status and by being in charge. They are also good at persuasion and at building relationships.
  • The need for affiliation is the need to be liked and to be accepted by others. People with a high need for affiliation are motivated by social interaction and by being part of a group. They are also good at listening and at building relationships.

McClelland’s theory suggests that managers who are aware of their own needs and the needs of their employees can be more successful in the workplace. For example, a manager with a high need for achievement may be more effective in a position where they have a lot of autonomy and responsibility. A manager with a high need for power may be more effective in a position where they have a lot of influence over others. And a manager with a high need for affiliation may be more effective in a position where they work closely with others.

The types of reinforcements available to managers for changing an employee’s behavior

There are four types of reinforcements available to managers for changing an employee’s behavior: positive reinforcement, negative reinforcement, punishment, and extinction.

  • Positive reinforcement is the process of rewarding a desired behavior. This can be done with tangible rewards, such as money or prizes, or with intangible rewards, such as praise or recognition. Positive reinforcement is the most effective way to change behavior.
  • Negative reinforcement is the process of removing an unpleasant stimulus after a desired behavior occurs. This can be done by taking away a task or responsibility, or by giving the employee a break. Negative reinforcement can be effective in changing behavior, but it is important to use it sparingly, as it can lead to resentment.
  • Punishment is the process of applying an unpleasant stimulus after an undesirable behavior occurs. This can be done by yelling at the employee, giving them a written warning, or even firing them. Punishment is not an effective way to change behavior in the long term. It can lead to resentment and decreased motivation.
  • Extinction is the process of ignoring an undesirable behavior. This can be effective in changing behavior, but it can take time. The employee may continue to engage in the undesirable behavior for a while, but eventually they will learn that it is not getting them what they want.

The best way to change an employee’s behavior is to use positive reinforcement. If that is not effective, then negative reinforcement or extinction may be used. Punishment should only be used as a last resort.

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