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According to Chevalier (2007), the motivation defines as a force of moving enthusiasm towards within individual, not an outside to enhance workplace management. Actually, it arrives from the theory of hierarchy of needs which is one of the main criticisms of Abraham Maslow’s “eupsychian” approach to management. The critical point of Maslow is that people can only be motivated by unsatisfied need. When people’s basic need is satisfied, they are motivated by the next higher level or abundant needs. This theory is known to be successful adopted and developed for managing working environment in United States. However, it is wondering if the needs theories of motivation are appropriate in other parts of the world such as Asia. This essay will examine some discussions about this issue to clarify that question.

Colvin & Rutland (2008) claimed that Maslow’s hierarchy of needs is a content of motivation theory which its model identifies five basic needs categories constructed ascending hierarchy order to clarify them as arranged elements to arise employee’s motivation. They are psychological needs, safety need, love and belongings needs, esteem needs and lastly needs of self-actualization. Normally employee’s lower level of needs is requested to be satisfied before the progress of seeking into higher level gratification. Due to the fact that the most difficult part of motivating approach in workplace’s supervision is satisfying the mutual benefits between employee and organisation, the efficient motivational model should be not only achieving employee’s job satisfaction but also accomplishing organisation’s target, as Colvin & Rutland (2008) stated. Therefore, Maslow’s hierarchy of needs theory helps manager to create a reactive workplace for worker’s particular needs which not only focus on basic psychological needs fulfilment but also push employee reach to top

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