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美國耶魯大學(xué)的克雷頓奧爾德弗（Clayton. Alderfer）在馬斯洛提出的需要層次理論的基礎(chǔ)上，進(jìn)行了更接近實(shí)際經(jīng)驗(yàn)的研究，提出了一種新的人本主義需要理論。奧爾德弗認(rèn)為，人們共存在3種核心的需要，即生存（Existence）的需要、相互關(guān)系（Relatedness）的需要和成長發(fā)展（Growth）的需要，因而這一理論被稱為 “ERG”理論。生存的需要與人們基本的物質(zhì)生存需要有關(guān)，它包括馬斯洛提出的生理和安全需要。第二種需要是相互關(guān)系的需要，即指人們對(duì)于保持重要的人際關(guān)系的要求。這種社會(huì)和地位的需要的滿足是在與其他需要相互作用中達(dá)成的，它們與馬斯洛的社會(huì)需要和自尊需要分類中的外在部
2、分是相對(duì)應(yīng)的。最后，奧爾德弗把成長發(fā)展的需要獨(dú)立出來，它表示個(gè)人謀求發(fā)展的內(nèi)在愿望，包括馬斯洛的自尊需要分類中的內(nèi)在部分和自我實(shí)現(xiàn)層次中所包含的特征。
除了用3種需要替代了5種需要以外，與馬斯洛的需要層次理論不同的是，奧爾德弗的“ERG”理論還表明了：人在同一時(shí)間可能有不止一種需要起作用；如果較高層次需要的滿足受到抑制的話，那么人們對(duì)較低層次的需要的渴望會(huì)變得更加強(qiáng)烈。
馬斯洛的需要層次是一種剛性的階梯式上升結(jié)構(gòu)，即認(rèn)為較低層次的需要必須在較高層次的需要滿足之前得到充分的滿足，二者具有不可逆性。而相反的是，“ERG”理論并不認(rèn)為各類需要層次是剛性結(jié)構(gòu)，比如說，即使一個(gè)人的生存和相互
3、關(guān)系需要尚未得到完全滿足，他仍然可以為成長發(fā)展的需要工作，而且這3種需要可以同時(shí)起作用。
此外，“ERG”理論還提出了一種叫做“受挫——回歸”的思想。馬斯洛認(rèn)為當(dāng)一個(gè)人的某一層次需要尚未得到滿足時(shí)，他可能會(huì)停留在這一需要層次上，直到獲得滿足為止。相反地，“ERG”理論則認(rèn)為，當(dāng)一個(gè)人在某一更高等級(jí)的需要層次受挫時(shí)，那么作為替代，他的某一較低層次的需要可能會(huì)有所增加。例如，如果一個(gè)人社會(huì)交往需要得不到滿足，可能會(huì)增強(qiáng)他對(duì)得到更多金錢或更好的工作條件的愿望。與馬斯洛需要層次理論相類似的是，“ERG”理論認(rèn)為較低層次的需要滿足之后，會(huì)引發(fā)出對(duì)更高層次需要的愿望。不同于需要層次理論的是，“ERG
4、”理論認(rèn)為多種需要可以同時(shí)作為激勵(lì)因素而起作用，并且當(dāng)滿足較高層次需要的企圖受挫時(shí)，會(huì)導(dǎo)致人們向較低層次需要的回歸。因此，管理措施應(yīng)該隨著人的需要結(jié)構(gòu)的變化而做出相應(yīng)的改變，并根據(jù)每個(gè)人不同的需要制定出相應(yīng)的管理策略。
ERG Theory of Motivation- Clayton P. Alderfer
In 1969, Clayton Alderfers revision of Abraham Maslows Hierarchy of Needs, called the ERG Theory appeared in Psychological Review in an arti
5、cle entitled "An Empirical Test of a New Theory of Human Need." Alderfers contribution to organizational behavior was dubbed the ERG theory (Existence, Relatedness, and Growth), and was created to align Maslows motivation theory more closely with empirical research.
Similarities to Maslows Needs Hi
6、erarchy
After the original formulation of Maslows Hierarchy of Needs, studies had shown that the middle levels of Maslows hierarchy overlap. Alderfer addressed this issue by reducing the number of levels to three. The letters ERG represent these three levels of needs:
Existence refers to our c
7、oncern with basic material existence motivators.
Relatedness refers to themotivation we have for maintaining interpersonal relationships.
Growth refers to an intrinsic desire for personal development.
Growth
Self-Actualization
External Esteem Needs
Relatedness
Internal Esteem
8、Needs
Social Needs
Existence
Safety Needs
Physiological Needs
Like Maslows model, the ERGmotivation is hierarchical, and creates a pyramid or triangle appearance. Existence needs motivate at a more fundamental level than relatedness needs, which, in turn supercedes growth n
9、eeds.
AdditionalResources
Differences from Maslows Needs Hierarchy
Beyond simply reducing the distinction between overlapping needs, the ERG theory improves upon the following shortcomings of Maslows Needs Hierarchy:
AlderfersERG theory demonstrates that more than one need may motivate at the s
10、ame time. A lower motivator neednot be substantially satisfied before one can move onto higher motivators.
The ERG theory also accounts for differences in need preferences between cultures better than Maslows Need Hierarchy; the order of needs can be different for different people. This flexibili
11、ty accounts for a wider range of observed behaviors. For example, it can explain the "starving artist" who may place growth needs above those of existence.
The ERG theory acknowledges that if a higher-order need is frustrated, an individual may regress to increase the satisfaction of a lower-orde
12、r need which appears easier to satisfy. This is known as the frustration-regression principle.
Leadership Lessons
Unlike with Maslows theory, managers must recognize that an employee has multiple needs to satisfy simultaneously. According to the ERG theory, leadership focused exclusively on one
13、 need at a time will not effectively motivate.
In addition, the frustration-regression principle impacts workplace motivation. For example, if growth opportunities are not provided to employees, they may regress to relatedness needs, and socialize more with co-workers. Or, the inability of the environment or situation to satisfy a need for social interaction might increase the desire for more money or better working conditions. If Leadership is able to recognize these conditions, steps can be taken to satisfy the frustrated needs until the subordinate is able to pursue growth again.
美國耶魯大學(xué)的克雷頓
