improved institutional outcomes (Kreitner, 1995)., Maslow in his scholarly work found out that human beings have desires, wants and needs that are arranged in a hierarchy beginning with the most basic to the highest. The needs in ascending order are: physiological needs, safety or security needs, social and belonging or affiliation needs, self-esteem, ego or status needs and lastly the need for self-actualization (Mbua, 2003; Robbins and Judge, 2008). Many scholars have used the findings to suggest drivers of motivation and job satisfaction among staff in a typical organization (Morgan, 1986; Lunenburg and Ornstein, 2004). Lunenburg and Ornstein (2004) cited Herzberg’s five factors that influence both motivation and job satisfaction which include recognition, achievement, advancement, responsibility and work itself. In contrast, Lunenburg and Ornstein (2004) argued that what Herzberg regards as satisfiers can also be dissatisfiers in another context. A by Chou (2011) shows that most employees get satisfied with certain et. al., leadership styles and dissatisfied with the other. Chung (2011) further found et. al., out that many employees do feel dissatisfied with their jobs when they are under the autocratic leaders and leaders who cannot delegate power to the subordinates when they are on leave or not on duty.
improved institutional outcomes (Kreitner, 1995)., Maslow in his scholarly work found out that human beings have desires, wants and needs that are arranged in a hierarchy beginning with the most basic to the highest. The needs in ascending order are: physiological needs, safety or security needs, social and belonging or affiliation needs, self-esteem, ego or status needs and lastly the need for self-actualization (Mbua, 2003; Robbins and Judge, 2008). Many scholars have used the findings to suggest drivers of motivation and job satisfaction among staff in a typical organization (Morgan, 1986; Lunenburg and Ornstein, 2004). Lunenburg and Ornstein (2004) cited Herzberg’s five factors that influence both motivation and job satisfaction which include recognition, achievement, advancement, responsibility and work itself. In contrast, Lunenburg and Ornstein (2004) argued that what Herzberg regards as satisfiers can also be dissatisfiers in another context. A by Chou et. al., (2011) shows that most employees get satisfied with certain leadership styles and dissatisfied with the other. Chung et. al., (2011) further found out that many employees do feel dissatisfied with their jobs when they are under the autocratic leaders and leaders who cannot delegate power to the subordinates when they are on leave or not on duty.
SEVERIN._MEKU_DISSERTATION%2DFinal_Thom_OUT.docx