解放军文职招聘考试克莱顿·奥尔德弗的生存关系及发展理论

 克莱顿·奥尔德弗的生存关系及发展理论

 奥尔德弗（Clayton Alderfer）在1973年提出了一种关于需要和激励的理论，也是对马斯洛理论的一种修正。他在大量调查的基础上指出人的基本需要不是像马斯洛讲的是5种，而是3种。它们是：

1.生存。这是最基本的，指人在饮食，住房、衣服等方面的基本需要，这种需要一般只有通过金钱才能得到满足。这相当于马斯洛的第一级和第二级的需要；

2.关系。指与其他人（同级、上级、下级）和睦相处，建立友谊和有归属感需要，这相当于马斯洛的第三等级的需要；

3.发展。指个人在事业、能力等方面有所成就和发展。这相当于马斯洛的第四级和第五级的需要。

这3种需要并不都是与生俱来，有的需要（如关系和发展的需要）是通过后天学习才形成的，而且人的需要并不一定严格地按照由低到高的次序进行，是可以越级的。

    另外，当人高一级的需要得不到满足的时候，人们就退一级来寻求自己的需要，所以管理人员应该了解职工的不同需要，以便激励和控制职工的行为，实现组织目标。

 三、赫茨伯格的双因素理论

    美国心理学家赫茨伯格（Frederick Herzberg ,1923～）在1966年《工作和人的性质》一书中首次提出激励因素——保健因素理论。他把企业中有关因素分为满意和不满意因素。满意因素可以使人得到满足，它属于激励因素，这是适合人的心理成长因素，如成就、赞赏、工作内容本身、责任感、上进心等。激励因素如能得到满足，可以激励个人或集体以一种成熟的方式成长，使工作能力不断提高。

不满意因素是指缺乏这些因素时容易产生不满和消极的情绪，即保健因素。所谓保健因素，包括金钱、监督、地位、个人生活、安全、工作环境、政策即人际关系等。在实践中职工的不满都是属于工作环境或工作关系方面的问题；如果改善这些情况，就能消除不满，维持原有的工作效率，但不能激励个人有更好的表现或提高劳动热情，激励是促进人的积极性不断提高的因素。[3]

Herzberg, Frederick (1923 - )

Personal background

·born 18 April 1923, USA

·trained first in psychology, he studied mental health in the industrial world

·his research focused on human motivation in the work situation, its effects on the individual’s satisfaction at work and on mental health

·extremely influenced by his JudaeoChristian roots, which explains his frequent and lengthy references to the Bible

·Professor of Management at a Utah University

·gained an international reputation and was a well-known consultant in the e1960s and 1970s

Major works

The Motivation to Work (with B. Mausner and B. Snyderman) (1959)

Work and the Nature of Man (1966)

Summary

Frederick Herzberg, psychologist by training and a university professor, studied motivation at work in companies where he was also involved as a consultant. His theory of motivation at work, also called ‘actualization-atmosphere’ factors, is based on the hierarchical human needs approach, as well as on the study of the great biblical myths of Adam and Abraham. The actualization factors are work and all forms of gratitude achieved through work. Acting upon these factors allows one to modify individual behaviour at work in a deep and long-lasting manner. The atmosphere factors are remuneration, job security, management policy in the company and relations between colleagues. Acting on these fators only gives temporary satisfaction and does not modify behaviour on a long-term basis. The implicit hypothesis in Herzberg’s work–that a person should grow through their work – and its applications in the organization of companies had considerable success in the 1970s. The management of companies puts in place policies of job enrichment and enlargement of tasks, polyvalency and job rotation, of which he was the instigator. He criticized the idea of the individual at work, central to Taylorism. Today, society has considerable evolved, and his arguments seem very far from contemporary preoccupations, which underlines even more the theoretical weaknesses in his hypothesis.