We all know people who work in different sectors of activities. Some are farmers or fishermen (primary sector) are other textile workers or workers in construction (secondary sector), others are accountants or truck drivers or employees of distribution (tertiary sector). All went through a process of recruitment and selection, were admitted and now expect that the work is a rewarding activity, a personal and professional.


All these people spend a considerable part of his time working. Not surprisingly, expected to be rewarded and draw satisfaction from what they do. For some, work is a pleasure, for others a way to earn a living. What motivates to work varies from success, to have power, have money, be estimated or help others. What motivates the basis of their personality, their family history or other factors. Each person is unique in its individuality and specificity.


The managers select employees with certain characteristics, abilities and skills and put them in a material, environmental, social, which offers them the opportunity to meet some needs or desires.



Motivation is important in a company. Managers should understand what motivates their employees and to meet the satisfaction of those needs. Employees motivated tend to be more efficient and contribute positively to the success of a company.


Many theories have tried to explain what motivates people to work. An American psychologist Abraham Maslow (1908-1970) identified a number of needs that people try to meet. Once a type of need is met, another type of need appears to be satisfied. It is thus a hierarchy of needs that Maslow cataloged as follows:

Pyramid of needs Maslow

5 - Self-Realization
4 - Estimated
3 - Social
2 - Security
1 - Physiological

The basic physiological requirements - relating to the survival and the need to include food, clothing, shelter. Are common to all animals because they are innate or instinctive. Some elements of our societies, such as the homeless do not meet basic needs. At work, the satisfaction of these needs correspond to the payment of a salary.

Met their basic needs people worry about their safety.

Needs of security - related to physical security at home or at work that should provide a workspace clean and organized. The job itself must be secure and employees should be able to enjoy retirement schemes or coverage in case of illness. How many employees are threatened today, many people for whom this need is not satisfied.

Social needs - are unique to humans and have to do with the need for affection, self-respect and participation. In the workplace these needs are satisfied by the camaraderie with colleagues, the pleasure of working together, the feeling of belonging to that organization.



Met these needs, then appears something personal.


Need for esteem - have to do with the need for personal recognition, the desire to respect and prestige, ie, we have positive self-image and see our performances valued and appreciated by others. There is usually a title or some form of status or prestige.

Needs of self-realization - are higher motives, because they have to do with expression of critical and needs to know, with the personal ambition: a context for work would get great satisfaction by performing work that involves a lot of responsibility and / or that is highly creative or where there is broad recognition of its quality and importance.


Frederick Herzberg's theory follows the theory of Maslow and has two factors: hygiene factors, which relate to the work context and motivating factors that have to do with the content of work.
According Herzber the demotivating factors (hygiene) are: security, status, relations with subordinates, personal life, relations with the group, the wages, working conditions, relations with superiors, supervision and policy of the company. The motivating factors that contribute to satisfaction are growth, responsibility, work itself, recognition and achievement.

Demotivating factors are related to dissatisfaction at work and motivating factors are related to satisfaction.

Demotivating factors motivating factors
Security Responsibility
Salary Challenge and Success
Benefits side Satisfaction at work
Company Recognition Policy
Conditions of work Progress and Growth


Herzber reinforces the idea that the absence of well-being in relationships with peers, superiors or subordinates and inductors of dissatisfaction, as well as highlight the need for recognition, identification of the content of work, responsibility, and the means of motivate thus increasing productivity in organizations.

But Herzberg ever to prove that a happy employee is a productive worker. What it proves is that a worker who has a good performance is a happy worker.

We can not forget the facts that motivate people change throughout life (eg single, married, near retirement, etc..,) Although many studies have found many similarities in how people organize their factors of motivation. One factor often cited by people of all ages is the "respect for me as a person" and, in times of economic crisis, employment insurance is a good source of motivation.


MaGrregor opposed to the pessimistic view of man (was x) the optimistic view of man (and theory):



X According to theory, the man:

- Not like work;

- Need to be controlled

- Should be punished, so to get it the effort that will achieve the objectives of the company;

- Want, especially safety, has few ambitions and seeks escape the responsibilities:

- Does not like change.

In view of the theory and the man:

- Can see the work in a natural way to relax or entertain themselves;

- Is able to self-directing and self-control. Want to achieve goals and has the capacity of initiative;

-accept responsibility, not avoid. First, demand from them that are in accordance with its objectives;

- Have creativity, imagination and ability to decide and resolve problems;

- In addition to security, want to see fulfilled their social needs of esteem and self-realization.

There is a parallelism between the theory x and theory and the classical models and, as a way to see the worker who comes in the approach to human relations.

The knowledge of different theories of motivation gives us some clues for the analysis of what can be a rewarding job.

• Objectives of human resources management
• The activity of human resources
• Human Resources Planning
• Human Resources: Recruitment
• Human Resources: Selection and Interview
• Human Resources: Contract
• Human Resources: Assessment
• Human Resources: Training and Development
• Human Resources: Health and Safety
• The role of human resources
• Motivation of human resources
• Remuneration of staff
• Social benefits of human resources
• Productivity of human resources