Staff Motivation

The need priority order cannot be universally generalised as it depends on cultural values and individual personality.

Step 1: The chapter lists several criticisms of Maslow's theory. One key criticism is about cultural applicability. Step 2: The need priority order CANNOT be generalised for all cultures. What is a higher-level need for an Indian worker may be a lower-level need for an American worker. Studies show that workers in the USA operate at higher need levels and don't worry much about physiological and safety needs. Step 3: Also, movement in the hierarchy is NOT always upward. Some people value self-esteem more than love/belonging. Step 4: Why Option A is wrong – this criticism belongs to HERZBERG's

Employees experience NO job dissatisfaction, but this does NOT mean they experience job satisfaction.

Step 1: This question tests understanding of one of the most IMPORTANT and unique insights of Herzberg's theory. Step 2: Herzberg stressed that satisfaction and dissatisfaction are NOT two opposite ends of the SAME continuum. They are separate dimensions. Step 3: The opposite of job DISSATISFACTION is NOT job satisfaction – it is 'NO job dissatisfaction.' This means providing hygiene factors simply removes dissatisfaction; it does not create satisfaction. Step 4: Similarly, the opposite of job SATISFACTION is not dissatisfaction but 'absence of job satisfaction.' Step 5: Why Option A is wrong

Motivation seeker, because he is primarily motivated by job content factors like challenge and growth.

Step 1: Herzberg's theory recognises two personality types of employees based on what motivates them. Step 2: A 'MOTIVATION SEEKER' is motivated primarily by SATISFIERS or JOB CONTENT factors – these include challenging work, achievement, growth, responsibility, and recognition. Step 3: A 'MAINTENANCE SEEKER' is motivated primarily by factors SURROUNDING the job, i.e., the work environment – salary, working conditions, job security, interpersonal relations. Step 4: Raman seeks complex problems, independence, and skill development – all these are JOB CONTENT factors, making him a MOTIVATION SEE

An employee is an indivisible unit with interrelated needs; satisfying only some needs partially does not truly motivate the person.

Step 1: The chapter explicitly states that 'Motivation is total, not piece-meal' as one of its key characteristics. Step 2: The reasoning is that a PERSON cannot be motivated in PARTS. An employee is an INDIVISIBLE unit. Step 3: Human needs are INTERRELATED – they are connected to each other. You cannot fully motivate someone by satisfying only certain needs partially. Step 4: For example, you cannot give an employee a high salary (physiological need) but ignore their need for recognition or job security, and expect full motivation. All needs are interconnected. Step 5: Why Option A is wrong –