a simple explanation of human need

Motivation – Human Needs

Objective: Provide a concise, syllabus‑aligned explanation of human needs, the main motivation theories that incorporate those needs, and how managers can apply this knowledge in the workplace.

2.2.2 Human Need – Simple Explanation

A human need is an internal state of perceived deficiency. When a need is felt, the individual is motivated to act in order to satisfy it. Needs are the starting point for all motivation theories covered in the Cambridge 9609 syllabus (section 2.2).

2.2.3 Motivation Theories

Motivation theories are grouped into content theories (what motivates people) and process theories (how motivation works). The table below summarises each theory, its historical context, the type of theory, the primary needs it addresses, a typical workplace example, and a brief limitation.

2.2.4 Motivation Methods – Financial & Non‑Financial

• Financial (extrinsic) motivators
  • Basic wage – satisfies physiological & safety needs.
  • Performance‑related pay, bonuses – address esteem and achievement needs.
  • Profit‑sharing, stock options – appeal to power and growth needs.
• Non‑financial (intrinsic) motivators
  • Job enrichment & autonomy – support self‑actualisation and growth.
  • Recognition programmes, awards – fulfil esteem.
  • Teamwork, mentoring, social events – meet belonging and relatedness.
  • Training & career‑development opportunities – satisfy growth and achievement.

Applying Need Theories to Business Decision‑Making

1. Need Analysis – Use surveys, interviews or observation to identify the dominant need level for each employee or workgroup.
2. Objective Setting – Align departmental objectives with the identified needs (e.g., safety‑focused objectives for employees whose primary need is security).
3. Target Setting – Set specific, measurable targets that reflect the need focus (e.g., achievement‑oriented targets for high‑achievement individuals).
4. Performance Appraisal – Evaluate using criteria that match the need focus; combine financial rewards (for hygiene/esteem needs) with non‑financial feedback (for growth/self‑actualisation).
5. Review & Adjust – Monitor changes in needs over time and modify objectives, targets and rewards accordingly.

Critical Evaluation – Limitations of Need‑Based Theories

• Cultural bias: Maslow’s hierarchy reflects Western individualism; collectivist cultures may prioritise belonging over esteem.
• Rigid ordering: Empirical evidence shows that needs can be pursued simultaneously rather than strictly sequentially.
• Overlap of categories: ERG’s three categories blur distinctions between Maslow’s levels, reducing diagnostic precision.
• Learning vs. innate: McClelland assumes needs are acquired, yet some research suggests a biological component to achievement motivation.
• Situational factors: Vroom’s expectancy theory highlights that motivation also depends on perceived links between effort, performance and reward, which need theories alone do not explain.

Simple Explanation Summary

Human needs are internal deficiency states that drive behaviour. By understanding the range of need‑based content theories (Taylor, Mayo, Maslow, Herzberg, McClelland, ERG) and the process perspective of Vroom, managers can select appropriate financial and non‑financial motivators, set relevant objectives, define clear targets, and conduct performance appraisals that match employees’ dominant needs. This systematic approach improves engagement, productivity, and overall business performance while recognising the limitations of each theory.