Maslow's (1943, 1954) hierarchy of needs is a motivational theory in psychology comprising a five tier model of

human needs, often depicted as hierarchical levels within a pyramid.

Maslow wanted to understand what motivates people. He believed that people possess a set of motivation systems
unrelated to rewards or unconscious desires.
Maslow (1943) stated that people are motivated to achieve certain needs and that some needs take precedence over
others. Our most basic need is for physical survival, and this will be the first thing that motivates our behaviour.
Once that level is fulfilled the next level up is what motivates us, and so on.

This five stage model can be divided into deficiency needs and growth needs. The first four levels are often referred
to as deficiency needs (D-needs), and the top level is known as growth or being needs (B-needs).
The deficiency needs are said to motivate people when they are unmet. Also, the need to fulfil such needs will
become stronger the longer the duration they are denied. For example, the longer a person goes without food, the
more hungry they will become.
One must satisfy lower level deficit needs before progressing on to meet higher level growth needs. When a deficit
need has been satisfied it will go away, and our activities become habitually directed towards meeting the next set of
needs that we have yet to satisfy. These then become our salient needs. However, growth needs continue to be felt
and may even become stronger once they have been engaged. Once these growth needs have been reasonably
satisfied, one may be able to reach the highest level called self-actualization.
Every person is capable and has the desire to move up the hierarchy toward a level of self-actualization.
Unfortunately, progress is often disrupted by a failure to meet lower level needs. Life experiences, including divorce
and loss of a job may cause an individual to fluctuate between levels of the hierarchy. Therefore, not everyone will
move through the hierarchy in a uni-directional manner but may move back and forth between the different types of
needs.
Maslow noted only one in a hundred people become fully self-actualized because our society rewards motivation
primarily based on esteem, love and other social needs.
Herzberg theory

The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor theory)
states that there are certain factors in the workplace that cause job satisfaction, while a separate set of
factors cause dissatisfaction. It was developed by psychologist Frederick Herzberg, who theorized that
job satisfaction and job dissatisfaction act independently of each other.

From analyzing these interviews, he found that job characteristics related to what an individual does
that is, to the nature of the work one performs apparently have the capacity to gratify such needs as
achievement, competency, status, personal worth, and self-realization, thus making him happy and
satisfied. However, the absence of such gratifying job characteristics does not appear to lead to
unhappiness and dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such
job-related factors as company policies, supervision, technical problems, salary, interpersonal relations
on the job, and working conditions. Thus, if management wishes to increase satisfaction on the job, it
should be concerned with the nature of the work itself the opportunities it presents for gaining status,
assuming responsibility, and for achieving self-realization. If, on the other hand, management wishes to
reduce dissatisfaction, then it must focus on the job environment policies, procedures, supervision, and
working conditions.[1] If management is equally concerned with both, then managers must give attention
to both sets of job factors.
Two-factor theory distinguishes between:

Motivators (e.g. challenging work, recognition for one's achievement, responsibility, opportunity to
do something meaningful, involvement in decision making, sense of importance to an organization)
that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition,
achievement, or personal growth,[4] and
Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions, good pay, paid
insurance, vacations) that do not give positive satisfaction or lead to higher motivation, though
dissatisfaction results from their absence. The term "hygiene" is used in the sense that these are
maintenance factors. These are extrinsic to the work itself, and include aspects such as company
policies, supervisory practices, or wages/salary.[4][5] Herzberg often referred to hygiene factors as
"KITA" factors, which is an acronym for "kick in the ass", the process of providing incentives or threat
of punishment to make someone do something.
A framework, developed by Frederick Herzberg, that suggests there are certain factors in the workplace
that can cause job satisfaction and a separate set of factors can cause dissatisfaction.

hygiene factors-Elements of life or work that do not increase satisfaction but that can lead to
dissatisfaction if they are missing.

The Two Factors: Intrinsic and Extrinsic Motivators

Frederick Herzberg's Two-Factor Theory, also known as Motivation-Hygiene Theory or intrinsic vs.
extrinsic motivation, concludes that there are certain factors in the workplace that can cause job
satisfaction and a separate set of factors that can cause dissatisfaction. It is critical to emphasize that this
is not a linear relationship: the factors that cause satisfaction do not necessarily negate those that cause
dissatisfaction; one does not necessarily increase exactly as the other decreases.

Extrinsic Motivators (Hygiene Factors)

Extrinsic motivators tend to represent more tangible, basic needsi.e., the kinds of needs identified in
McClelland's "existence" category of needs in his ERG Theory or in the lower levels of
Maslow's Hierarchy of Needs. Extrinsic motivators include status, job security, salary, and fringe benefits.
Managers must realize that not providing the appropriate and expected extrinsic motivators will sow
dissatisfaction and unmotivated behavior among employees.
Intrinsic Motivators (Motivation Factors)
Intrinsic motivators tend to represent less tangible, more emotional needsi.e., the kinds of needs
identified in McClelland's "relatedness" and "growth" categories of needs in his ERG Theory and in the
higher levels of Maslow's Hierarchy of Needs. Intrinsic motivators include challenging work, recognition,
relationships, and growth potential. Managers must recognize that while these needs may be outside the
more traditional scope of what the workplace should provide, they are absolutely critical in empowering
strong individual and team performance.

Note:
Dominant
Characteristics of This Person
Motivator Those with a strong
power motivator are
often divided into
Has a strong need to set and accomplish challenging two groups: personal
goals. and institutional.
People with a
Takes calculated risks to accomplish their goals. personal power drive
want to control
Likes to receive regular feedback on their progress and
others, while people
achievements.
with an institutional
power drive like to
Achievement Often likes to work alone.
organize the efforts
of a team to further
Wants to belong to the group. the company's goals.
As you can probably
Wants to be liked, and will often go along with whatever imagine, those with
the rest of the group wants to do. an institutional power
need are usually
Favors collaboration over competition. more desirable as
team members!
Doesn't like high risk or uncertainty.
Affiliation
McClelland's
Wants to control and influence others. Human Motivation
Theory states that
Likes to win arguments. every person has
one of three main
Enjoys competition and winning.
driving motivators:
Enjoys status and recognition. the needs for
Power achievement,
affiliation, or power.
These motivators are not inherent; we develop them through our culture and life experiences.
Achievers like to solve problems and achieve goals. Those with a strong need for affiliation don't like to
stand out or take risk, and they value relationships above anything else. Those with a strong power
motivator like to control others and be in charge.

You can use this information to lead, praise, and motivate your team more effectively, and to better
structure your team's roles.

ERG theory has three key differences from Maslow's theory:

It suggests that people can be motivated by needs from more than one level at the same time. There is not
necessarily a strict progression from one level to the next.

It acknowledges that the importance of the needs varies for each person and as circumstances change. Some
people might put a higher value on growth than relationships at certain stages of their lives.

It has a "frustration-regression" element. This means that that if needs remain unsatisfied at one of the higher
levels, the person will become frustrated, and go back to pursuing lower level needs again.
Henderson Concept

Individual

Have basic needs that are component of health.

Requiring assistance to achieve health and independence or a peaceful death.
Mind and body are inseparable and interrelated.
Considers the biological, psychological, sociological, and spiritual components.
The theory presents the patient as a sum of parts with biopsychosocial needs.

2. E n v i r o n m e n t

Settings in which an individual learns unique pattern for living.

All external conditions and influences that affect life and development.
Individuals in relation to families
Minimally discusses the impact of the community on the individual and family.
Basic nursing care involves providing conditions under which the patient can perform the 14 activities unaided

3. H e a l t h

Definition based on individuals ability to function independently as outlined in the 14 components.

Nurses need to stress promotion of health and prevention and cure of disease.
Good health is a challenge -affected by age, cultural background, physical, and intellectual capacities, and
emotional balance Is the individuals ability to meet these needs independently.

4. Nursing

Temporarily assisting an individual who lacks the necessary strength, will and knowledge to satisfy 1 or more of 14
basic needs.
Assists and supports the individual in life activities and the attainment of independence.
Nurse serves to make patient complete whole", or "independent."
The nurse is expected to carry out physicians therapeutic plan Individualized care is the result of the nurses
creativity in planning for care.
Nurse should have knowledge to practice individualized and human care and should be a scientific problem
solver.
In the Nature of Nursing Nurse role is, to get inside the patients skin and supplement his strength will or
knowledge according to his needs.