• The first group – physiological needs – includes warmth, shelter, food, sex, a human being’s animal needs.
  • The second group – safety needs – includes a sense of security and absence of fair.
  • The third group – social needs – includes interaction with other people and having friends.
  • The fourth group – esteem needs – includes being well regarded by other people and appreciation.
  • The fifth group – self-actualization needs – includes realization of individual potential, wining, achieving.

For every manager it is very important to understand the needs of the staff. The manager should remember that making the work fun doesn’t mean making it easy.

Gerald Quinn mentions that there is a need to mention what motivates people to work. The survey of people working in wide range of jobs, such fields as accounting, construction, insurance, informational technology, indicate the factors that motivated them most strongly (according to Gerald Quinn, the survey information is based on Robinson, 2004). Here is the top 10 motivators to work: 39% of workers were motivated with challenging projects; 21% – team spirit; 20% – getting paid; 16% – promotion prospects; 11% – incentives; 9% – peer group respect; 6% – management praise; 6% – a sense of loyalty to the company; 5%- inspiring boss; 4% – contributing to corporation success.

In the second part of eTraining for Leaders and Managers, Gerald Quinn tells about motivation by enhancing fit with organization. The motivational fit approach is the framework stipulating that motivation is in hence by a good fit between the skills of individuals and the requirements of a job. Motivation of fit approach specifies the two particular individual characteristics refer to motivational traits. Motivational traits include individual achievements and anxiety. As achievement and anxiety are considered traits, they assume to be relatively stable differences between people, making some individuals more successful than other. In addition to motivational traits people can have motivational skills, which include the restages used to meet objectives. People can be trained in skills and people gain experience over their careers. Two particular motivational skills are important: emotion control and motivation control. Person’s motivational traits and skills do not operate independently, rather traits influence skills (Quinn 2010. Part 2).

Motivation is an essential element of the company’s culture as it impacts the model of organizational behavior and requires management to listen to the opinions of employees. Motivation involves the identification and understanding of the motivations of employees. Management must be secured to achieve the organization’s goals of affirmative action employees. Not only the traditional means of stimulating (monetary and moral), but also the characteristics of the work can motivate employees nowadays (Dalton 2010). Motivation in organization seems to be a common work phenomenon, but it attracts the interest of managers and researchers. It happens due to the complex and multifaceted object of motivation – a person-employee. Therefore, the development of this field of organizational management is continuous.



Ball, K. (2010, February). Workplace surveillance: an overview. Labor History, 51(1), 87-106.

Dalton, S. (2010, April). Motivating medicine: Why money is not enough. Journal of Paediatrics and Child Health, 46(4), 142-143.

Quinn, G. (2010, November 21). Motivation in organization. Part 1 of 2 eTraining Modules for Leaders and Managers. Retrieved from http://www.youtube.com/watch?v=AZfvSxO3C60

Quinn, G. (2010, December 7). Motivation in organizations. Part 2 of 2 eTraining for Leaders and Managers. Retrieved from http://www.youtube.com/watch?v=sOfD6Y2SMIk&feature=related%20%20which%20is%20part