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Maslow's Hierarchy of needs

• One does not feel the second need until the demands of the first have been satisfied.
• Maslow suggested that the order can be arranged for different people.
• Once a need is satisfied, it will no longer acts as a strong motivator as it was before.
• Esteem is the stage where a person aims for self-esteem, confidence, achievements and respects.
• Self-actualisation is about challenging oneself and personal achievements. They solve problems; sometimes they search for problems and challenge themselves to a better person, or have better skills.
• The first theory developed (among the four theories mentioned).
• Had an effective impact on developing the study of motivation.
• Not specifically work-based model, just a general framework.
• Did not develop the link between age and motivation. (Barbara L. Goebel and Delores R. Brown (1981) Age Differences in Motivation Related to Maslow's Need Hierarchy )
• Lack of empirical evidence
• Settings of 1940s and nowadays are very different, the theory cannot fully apply.
•  No standard on the level of satisfaction and even individuals are under the same need level of hierarchy, they may have different needs and motivating factors.

Herzberg’s Two-Factor Theory

• Divided into two parts : hygiene factors and motivators.
• Hygiene factors only avoid employees from dissatisfied in the workplace.
• Motivators are those can motivate employees such as responsibility and recognition which are mostly about the job itself.
• The theory ignores blue-collar workers. Despite these limitations, Herzberg’s Two-Factor theory is acceptable broadly.
• Difficult to measure and distinguish between the impact of hygiene factors and motivators.

Alderfer’s ERG Theory

• Three kinds of needs : existence (E), relatedness (R), and growth (G).
• A simpler version of Maslow's theory.
• Frustration- regression : If a higher- level need aggravates, an individual may revert to increase the satisfaction of a lower- level need.
• Alderfer suggested if one feels frustrated at any level of the needs, he or she might regress to a lower level of the hierarchy.
• Not much research had done.

 McClellands Need for Achievement, Affiliation and Power

• The individuals with high achievement needs are highly motivated by competing and challenging work. High achievement is directly related to high performance. 
• Achievers seek neither power nor approval; but only focus on success. Achievers prefer work that has a moderate chance for success (about 50/50). They prefers to work alone or with other achievers.
• The individuals who are motivated by power have a strong urge to be influential and controlling. They like the feeling of control.
• The individuals who are motivated by affiliation have an urge for a friendly and supportive environment. They worry too much about how others look at them.
• Mclelland believed that needs were not innate but learned at a young age and could also be developed in individuals.