Alderfer's Theory Vs Erg Theory

Developed in 1969 by Clayton Alderfer, ERG is a needs based model similar to Maslow’s. Alderfers theory was developed to address aligned needs with practical research rather than Maslows theory based findings of human development rather than focused on motivation at work (Robbins, 1998) . A theory that retained the hierarchal methodology but with fundamental differences, a reduction of five levels of needs to three. Existence is prioritised refers to psychological and welfare noted as basic human needs that include physiological desires such as food, water, air, safety, love and affection. Followed by Relatedness focuses on an individual’s desire to fulfil interpersonal relationships thus encompasses the social and external esteem relations

Creed (2011) notes that although a specific order is depicted in the model, the order of need can differ for each individual. Alderfer (1969) emphasises that there is a unique frustration-regression factor. In the event that a higher level need is not satisfied a lower level can become activated resulting in continued frustration or revert to an easier lower level need. ERG in additon proposes that more than one need can be activated at anyone time which is contrary to Maslow’s theory. Evidently from research ERG theory has received more credibility than Maslow’s in that its strength derives from focusing on job specifics. In particular reference is made to wage fringe benefits (Arnolds & Boshoff, 2002).

5.1.1.3 Hertzberg Two Factor Theory

Also known as Job Enrichment Theory or Motivator-Hygiene Theory, Hertzberg’s Two Factor Theory of motivation was developed in 1959. Hertzberg (1959) concluded that the opposite of satisfaction was not dissatisfaction but no job satisfaction, the opposite of dissatisfaction is not job satisfaction but job dissatisfaction. Thus job satisfaction and job dissatisfaction are

Three core components are the basis of the theory; Expectancy, in exuding a specific effort, a specific performance will be a direct result based upon probability or degree of certainty ; Instrumentally, a particular type of job performance is most likely to result in a specific outcome i.e. belief that a specific amount of performance will reap reward and Valance, the value attached to a specific reward or outcome given by an individual (Arvinen-Muondo & Perkins, 2013). However, Latham (2007) argues that the relationship between performance and reward may be seen by employees as weak due to a tendency by organisations to reward not solely on performance but also on hierarchy within organisation, length of service and