Alderfer’s Hierarchical ERC Model: a Theory of Motivation

Everyone knows Maslow’s famous pyramid, the one in which several levels are placed hierarchically, each one representing a series of needs from more to less basic.

Despite its popularity, this theory has not been without controversy and has been reformulated several times, one of the most famous new proposals being that of Alderfer’s hierarchical ERC model based on empirical evidence.

In this article we are going to learn more about what is new about this model with respect to Maslow’s pyramid, we will see the three levels that are proposed as a counterproposal to the five of the classic model and what use it has in the world of work.

Alderfer Hierarchical ERC Model

Alderfer’s hierarchical ERC model, also called ERC motivation theory It is a reformulation of the classic pyramid of needs theory originally proposed by Abraham Maslow.

This proposal It was proposed by the American psychologist Clayton Paul Alderfer during the 1960s. This model is based on empirical research carried out by this psychologist in a factory located in Easton, Pennsylvania, United States.

Although famous, Maslow’s pyramid has never been free of controversy, as it is considered poorly demonstrable on a scientific level and is based more on a theoretical rather than an empirical vision. Since it was proposed, revisions have been made to this theory, with Alderfer’s hierarchical ERC model probably being the most scientific proposal to the original model.

One of the differences that this model presents compared to Maslow’s is that it condenses the five original levels into only three, referring to the needs of Existence, Relationship and Growth, which is why this theory has been called the model. ERC. However, just as Maslow’s pyramid does, in Alderfer’s hierarchical ERC model These levels represent needs with a varying degree of priority.

Categories of this theory of motivation

The three levels or categories that make up Alderfer’s ERC hierarchical model are described in greater depth below.

1. Existence needs

Existence needs (‘existence needs’ in English) correspond to what Maslow originally called physiological needs and security needs.

This level encompasses all the needs of the human body which, if satisfied, guarantee its correct organic functioning in addition to not endangering its physical integrity.

This level is the highest priority of the three, given that If not satisfied, it may lead to the death of the individual. People need food, sleep, shelter and clothing to continue living.

It should be said that, although most of these needs outlined here can be easily satisfied materially, the need to feel protected implies a whole series of factors to take into account that, for political reasons, may be difficult to guarantee.

Health and economic stability are also considered an existential need.

2. Relationship needs

The level of relationship needs (‘relatedness needs’) would correspond to that of affiliation in Maslow’s model. People need to relate to other individuals having friendship, family and intimate relationships.

It is a need considered universal, although it is true that there are people who have rather introverted personality traits and who prefer to keep their distance and not become too affiliated with others.

3. Growth needs

Finally, there are the growth needs, which would be related to the person’s desire to prosper as an individual improving their self-esteem in addition to wanting to acquire new experiences.

This level corresponds to the last two of Maslow’s pyramid, namely, recognition and self-actualization.

How is it different from Maslow’s pyramid?

As has been suggested throughout this article, the differences between Alderfer’s hierarchical ERC model and Maslow’s pyramid are not limited only to the fact that one has three levels while the other has five.

In the case of Maslow’s pyramid, it is argued that it is not possible to satisfy a higher level without first having adequately satisfied a lower level. For example, according to this theory, if the third level, which corresponds to affiliation, is not satisfied, it would not be possible to move on to the next level, which is recognition.

This is not entirely the case in the case of Alderfer’s proposal. Although it is suggested that existential needs would come first, followed by relational needs and, lastly, growth needs, The model raises the possibility of satisfying several aspects of various levels simultaneously. There is not as much rigidity compared to Maslow’s classic pyramid.

Furthermore, another aspect worth highlighting about Alderfer’s model is that, although these three levels are universal, Individuals can prioritize certain needs very differently. That is, this model admits individual differences, with, for example, some people choosing to prioritize their personal growth and others choosing to give greater attention to their interpersonal relationships.

Last but not least, it should be noted that Alderfer’s proposal raises something new with respect to Maslow’s pyramid, and it is the frustration-regression principle. According to this, if a higher need is not satisfied, the person becomes frustrated and chooses to satisfy needs lower in the hierarchy.

Application of the model in the field of organizations

As we were already commenting at the beginning of the article, this model It is based on empirical data obtained through research in the workplace finding its origins in a study of how factory workers in Pennsylvania worked and were motivated.

This model, if taken into account in the field of organizations, allows increasing employee motivation, especially if the hierarchical order of needs proposed by Alderfer is taken into account. As we have already mentioned, people do not have to prioritize the same thing; However, it is true that Not having lower needs correctly satisfied affects the achievement of higher needs.

For example, an employee who does not have basic needs met, such as having access to decent housing, being able to eat correctly or not feeling safe, will negatively affect his or her motivation and, as a side effect, will perform poor work.

Also, moving on to the level of relational needs, if the employee does not have a good relationship with his colleagues, subordinates and bosses, he will not feel comfortable in the workplace either, negatively affecting his performance. If, in the worst case, there are hostilities with the rest of the employees, the entire structure and productivity of the organization can be put at risk.

In the case of development needs, and presenting it in a more positive key, the employee’s motivation will increase if they see that their efforts in the workplace have borne fruit, either in the form of recognition from their bosses or in the form of of an increase in his salary. Also, if by working they have acquired new knowledge that allows them to enrich their resume and their life in general, the person will appreciate everything they have learned while at the company and will speak pleasantly about it.

Nowadays, Most companies try to take these aspects into account, since no one is interested in having unmotivated employees who do not carry out their work satisfactorily. If employees are not encouraged to expand their knowledge, are not comfortable working in the company, or are simply in a poor state of health because of the organization, the company is doomed to failure.

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