Need theories — practice questions

Step 1: Analyse the initial changes (Pay Rise and Kitchen Upgrade)

According to Herzberg, pay and working conditions (the kitchen) are Hygiene Factors. They are extrinsic to the job itself. Improving them addresses sources of dissatisfaction. The data shows this: satisfaction increased modestly from 45 to 55 out of 100. This suggests the changes moved employees from a state of 'dissatisfaction' to 'no dissatisfaction'. However, hygiene factors are not motivators. This is supported by the minimal impact on the turnover rate, which only fell from 20% to 18%. Employees were less unhappy, but not actively more motivated to stay.

Step 2: Analyse the 'Job Enrichment' Program

The second set of changes introduced career progression (opportunities for advancement/growth) and a recognition award. These are classic Motivators in Herzberg's theory. They are intrinsic to the work and an individual's feelings of accomplishment. Their introduction is expected to build job satisfaction and motivation.

Step 3: Evaluate the final outcome

The data strongly supports the effect of motivators. The satisfaction score jumped significantly from 55 to 82 out of 100. Crucially, the turnover rate plummeted from 18% to 6%. This demonstrates that while hygiene factors are necessary to prevent unhappiness, true motivation and commitment are driven by intrinsic motivators that satisfy higher-level needs for achievement, recognition, and growth.

Step 1: Analyse Samira's Profile and Assign Role

Samira's dominant need is the Need for Achievement (nAch), with a score of 9/10. Individuals with high nAch are motivated by challenging goals, personal responsibility, and direct feedback on their performance. They excel in roles where success is clearly defined and attributable to their own effort.

• Optimal Role: Solo R&D Project.
• Justification: This role provides the autonomy, clear objective, and measurable outcome that a high-nAch individual craves. Success or failure rests largely on her own performance, which is a key motivator for this profile.

Step 2: Analyse David's Profile and Assign Role

David's dominant need is the Need for Affiliation (nAff), with a score of 9/10. Individuals with high nAff are motivated by creating and maintaining strong, friendly relationships. They thrive in cooperative, social environments and are driven by being liked and accepted.

• Optimal Role: Inter-departmental Social Committee Chair.
• Justification: This role is centered on building social bonds, fostering harmony, and organising cooperative events. David's natural inclination towards affiliation would make him highly effective and motivated in this position.

Step 3: Analyse Priya's Profile and Assign Role

Priya's dominant need is the Need for Power (nPow), with a score of 9/10, specified as 'institutional' power. This is combined with a high nAff score of 8/10. The combination of high institutional nPow and high nAff is the profile of a highly effective, persuasive, and supportive leader who can motivate a team towards a common goal.

• Optimal Role: New Product Launch Team Leader.
• Justification: This leadership role requires influencing a team to achieve a critical organisational objective (nPow), while her high nAff will help her build a cohesive, collaborative, and motivated team. She is driven to lead and to maintain positive group dynamics, making her the ideal choice to head the launch team.