Maslow’s Hierarchy of Needs Essay Essays

Maslow’s Hierarchy of Needs Essay Essays Maslow’s Hierarchy of Needs Essay Essay Maslow’s Hierarchy of Needs Essay Essay 1 ) Explain the motive job with the hourly-paid employees in this organisation in footings of the content theoretical accounts of motive. What are the other things that the human resources director is mentioning to in speech production of things besides money. conditions. and fringe benefits that are needed to actuate employees? The first theory that is briefly presented is Maslow’s hierarchy of demands. After which. this is linked to the demands of Tom. Rajina. and Harry. Maslow’s Hierarchy of Needs Possibly. the most celebrated theory of satisfaction and motive was developed by Abraham Maslow ( 1954 in Loop. 1994 ) . Maslow believed that employees would be satisfied with their occupations at any given point in clip if certain demands were met. Maslow believed that there are five major types of demands and these demands are hierarchal – that is. lower degree demands must be satisfied before an employee will be concerned with the following degree of demands. Basic biological demands. Maslow thought that an single first seeks to fulfill basic biological demands for nutrient. air. H2O. and shelter. An person who does non hold a occupation. is stateless. and is on the brink of famishment will be satisfied with any occupation every bit long as it provides for these basic demands. When asked how good they enjoy their occupation. people at this degree might answer. â€Å"I can’t complain. it pays the measures. † Safety demands. After the basic biological demands have been met. a occupation that simply provides nutrient and shelter will no longer be fulfilling. Employees so go concerned about run intoing their safety demands. That is. they may work in an insecure coal mine to gain money to guarantee their family’s endurance. but one time their household has nutrient and shelter. they will stay satisfied with their occupations merely if their workplace is safe. Safety demands have been explained to include psychological every bit good as physical safety. Psychological safety – frequently referred to as occupation security – can surely impact occupation satisfaction. For illustration. public sector employees frequently list occupation security as a chief benefit to their occupations – a benefit so strong that they will remain in lower paying public sector occupations instead than take higher paying. yet less secure. occupations in the private sector. Social demands. Once these first two demand degrees have been met. employees will stay satisfied with their occupations merely when their societal demands have been met. Social needs affect working with others. developing friendly relationships. and experiencing needed. Organizations attempt to fulfill their employees’ societal demands in a assortment of ways. Company cafeterias provide workers the topographic point and chance to socialise and run into other employees. company field daies allow households to run into one another. and company athleticss plans such as bowling squads and softball games provide chances for employees to play together in a impersonal environment. Ego needs. When societal demands have been satisfied. employees concentrate following on run intoing their self-importance demands. These are demands for acknowledgment and success. and an organisation can assist to fulfill them through congratulations. salary additions. and promotion. Ego needs can be satisfied in many ways. For illustration. many organisations use furniture to assist fulfill self-importance demands. The higher the employee’s place. the better his office furniture. Self-actualization demands. Even when employees have friends. have earned awards. and are doing a comparatively high wage. they may non be wholly satisfied with their occupations because their self-actualization demands may hold non been satisfied yet. These demands are the fifth and concluding degree of Maslow’s needs hierarchy. Self-actualization may be best defined by the US Army’s enrolling motto. â€Å"be the best that you can be. † An employee endeavoring for self-actualization wants to make her possible in every undertaking. Therefore. employees who have worked within the same machine for 20 old ages may go disgruntled with their occupations. They have accomplished all that they can with that peculiar machine and now hunt for a new challenge. If none is available. they may go disgruntled ( Knoop. 1994 ) . In the instance survey. it has been pointed out that Tom does non look to be merely motivated by money entirely. proposing that he has likely gone beyond the basic biological demands. There should be attempt on the portion of his supervisor to look for regard or self-actualization demands. possibly. One option is for his occupation to be enriched. This is besides true in the instance of Rajina who does hold trueness to the company. but is non excessively self-asserting. She may be asked to prosecute in activities that will increase her self-esteem. Finally. Tom is easy motivated by pecuniary wagess. and may be rewarded and motivated by these. Still another theory is the two factor theory of Herzberg. Two-factor Theory Still another needs theory. which reduces the figure of demands to two. was developed by Herzberg. He believed that job-related factors can de divided into two classs. incentives and hygiene factors – therefore the name two-factor theory. Hygiene factors are those job-related elements that consequences from but do non affect the occupation itself. For illustration. wage and benefits are effects of work but do non affect the work itself. Similarly. doing new friends may ensue from traveling to work. but it is besides non straight involved with the undertakings and responsibilities of the occupation. Incentives are occupation elements that do concern existent undertakings and responsibilities. Examples of incentives would be the degree of occupation duty. the sum of occupation control. and the involvement that the work holds for the employee. Herzberg believed that hygiene factors are necessary but non sufficient for occupation satisfaction and motive. That is. if a hygiene factors is non present at an equal degree ( e. g. the wage is excessively low ) . the employee will be dissatisfied. But if all hygiene factors are represented adequately. the employee’s degree of satisfaction will merely be impersonal. Merely the presence of both incentives and hygiene factors can convey occupation satisfaction and motive. Herzberg’s theory is one of those theories that makes sense but has non received strong support from research. In general. research workers have criticized the theory because of the methods used to develop the two factors every bit good as the fact that few research surveies have replicated the findings obtained by Herzberg and his co-workers ( Knoop. 1994 ) . McClelland’s Needs Theory The concluding demands theory was developed by McClelland ( 1961 in Knoop. 1994 ) and suggests that differences between persons stem from the relationship between a occupation and each employee’s degree of occupation satisfaction or motive. McClelland believed that employees differ in their demands for accomplishment. association. and power. Employees who have a strong demand for achievement desire occupations that are disputing and over which they have some control. whereas employees who have minimum accomplishment demands are more satisfied when occupations involve small challenge and have high chance of success. In contrast. employees who have a strong demand for association prefer working with and assisting other people. These types of employees are found more frequently in people-oriented service occupations than in direction or disposal ( Smither A ; Lindgren. 1978 ) . Finally. employees who have a strong demand for power have a desire to act upon others instead than merely be successful. Research has shown that employees who have a strong demand for power and achievement do the best directors ( Stahl. 1983 ) and that employees who are motivated most by their association demands will likely do the worst directors. It is evident from both theories that Tom. Rajina and Harry may hold demand for hygiene factors to increase their productiveness. This means that direction must offer incentives to retain them or to actuate them to work more. 2 ) Building on the response to Question 1. explain the motive of the hourly-paid employees in this company in footings of the procedure theoretical accounts of motive. Based on the information provided by the confidential interviews. what would you think are some of the anticipations. valencies. and unfairnesss of the hourly-paid employees of this company? How make these compare to those of Pat ( the Director of Manufacturing and Operations ) ? Based on Vroom’s anticipation theory. Tom. Rajina and Harry have changing valencies. anticipations and instrumentality. For illustration. in the instance of Tom. values inspiration and motive – which are intangibles. However. he is non motivated because he does non have this from the company. He besides does non believe that exercising more attempt at work would let him to have such inspiration. In the instance of Rajina. she has a high demand for regard. which she does non see because she does non cognize to publicize her attempts to co-workers. Recognition is what may be given to her to counterbalance for her attempts and trueness. There is no direct nexus from her position. of exercising more attempt at work. and having such acknowledgment as wages. Finally. Tom puts great premium on pecuniary wagess and benefits. However. based on the perceptual experiences of hourly paid employees in general. there is no important difference between those who work difficult and those who contribute little. A compensation and fillip strategy reflective of comparative part must be established to actuate employees like him. Based on these information. how can direction leverage on the motive of employees to enable them to achieve higher productiveness? Individual differences theory posits that some variableness in occupation satisfaction is due to an individual’s personal inclination across state of affairss to bask what she does. Thus. certain types of people will by and large be satisfied and motivated regardless of the type of occupation they hold ( Weaver. 1978 ) . The thought besides makes intuitive sense. We all know that people who invariably complain and whine about every occupation they have. and we besides know people who are motivated and enthusiastic about every occupation or undertaking. First. we should be cognizant of the fact that there are several factors that affect our hourly paid employees’ satisfaction. Apart from money and periphery benefits that motivate employees like Harry. personality is another factor to see. Whether the consistence in occupation satisfaction is due to familial or environmental factors. there appears to be a series of personality variables that are related to occupation satisfaction. That is. certain types of personalities are associated with the inclination to be satisfied or dissatisfied with one’s occupation. Judge et Al. ( 1998 ) have hypothesized that these personality variables are related and involve people’s mentality on life ( affectivity ) . position of their self-worth ( self-esteem ) . ability to get the hang their environment ( self-efficacy ) . and ability to command their environment ( external vs. internal venue of control ) . People prone to be satisfied with their occupations have high self-pride. high self-efficacy. high positive affectivity. and an internal venue of control. Research back uping this position has come from Judge et al. 1998 ) . who found a important correlativity between a combination of these four variables and occupation satisfaction. and from Garske ( 1990 ) . who found that employees with high self-prides are more satisfied with their occupations than are employees low in self-pride. Consequences consistent with the nucleus rating theory were reported by Dubin and Champoux ( 1977 ) . who found that some people are happier in their occupations than people without this focal point. Furthermore. the grade to which they are satisfied with their lives is besides another determiner of their motive on the occupation. Judge et al. 1998 ) . Judge and Watanabe ( 1993 ) . and Tait et Al. ( 1989 ) have theorized non merely that occupation satisfaction is consistent across clip but that the extent to which a individual is satisfied with all facets of her life ( e. g. matrimony. friends. occupation. household. geographic location ) is every bit good. Furthermore. people who are satisfied with their occupations tend to be satisfied with life. These research workers found support for their theory. as their informations indicate that occupation satisfaction is significantly correlated with life satisfaction. Therefore. people happy in life tend to be happy in their occupations an d frailty versa. Individual differences theories postulate that some employees are more predisposed to being motivated than others. Such things as genetic sciences and affectivity are involved in the extent to which some people tend to ever be satisfied with their occupations and others ever dissatisfied. However. instead than genetic sciences and affectivity. self-pride. demand for accomplishment. and intrinsic motive inclination are the single differences most related to work motive. To be able to turn to hourly employees’ intangible demands. there must be much attempt on management’s portion to increase employees’ self-esteem. These may non be excessively applicable for Harry who seems to be more motivated by basic demands. i. e. money and periphery benefits. There are assorted ways of transporting this out. as follows: Employees who can go to workshops or sensitiveness groups in which they are given penetrations into their strengths. It is thought that these penetrations raise self-esteem by demoing the employee that he has several strengths and is a good individual. Management besides ought to supply hourly paid employees with experience on success. With this attack. an employee is given a undertaking so easy that he will about surely win. It is thought that this success increases self-pride. which should increase public presentation. so farther addition self-pride. so farther addition public presentation. and so on. This method is based slackly on the rule of self-fulfilling prognostication. which states that an person will execute every bit good or every bit ill as he expects to execute. In other words. if he believes he is intelligent. he should make good on trials. If he believes he is dense. he should make ill. So if an employee believes he will ever neglect. the lone manner to interrupt the barbarous rhythm is to guarantee that he performs good on a undertaking ( Knoop. 1994 ) . Particularly in the instance of Tom. direction has to believe of ways to actuate him to accomplish. Employees who have a strong demand for achievement desire and are motivated by occupations that are disputing and over which they have some control. whereas employees who have minimum accomplishment demands are more satisfied when their work involves small challenge. Employees who have a high demand for achievement Ate non risk takers and tend to put ends that are disputing adequate to be interesting but low plenty to be come-at-able. Employees with a high demand for achievement demand acknowledgment and want their accomplishments to be noticed. To increase motive. end scene should be used. This is peculiarly applicable in Tom’s and Rajina’s instance who do non look to execute good without equal supervising. With end puting. each employee is given a end. which might be a peculiar quality degree. a certain measure of end product. or a combination of the two. For end scene to be most successful. the ends themselves should possess certain qualities. First. they should be concrete and specific. Puting more specific subgoals can besides better public presentation ( Klawsky. 1990 ) . Second. a decently set end is high but sensible ( Locke A ; Latham. 1990 ) . To increase the effectivity of end scene. feedback should be provided to the employee on his advancement in making his end ( Locke A ; Latham. 1990 ) . Feedback can include verbally stating an employee how he is making. puting a chart on a wall. or exposing a certain colour of visible radiation when the employee’s work gait will ensue in end attainment and a different colour of visible radiation when the gait is excessively slow to make the end. Feedback additions public presentation best when it is positive and informational instead than negative and commanding. Another set of theories hypothesizes that workers are motivated when they are rewarded for their behaviour. As a consequence. organisations offer inducements for a broad assortment of employee behaviours. including working overtime or on weekends. doing suggestions. mentioning appliers. remaining with the company ( length of service awards ) . coming to work ( attendance fillips ) . non acquiring into accidents. and executing at a high degree ( Henderson. 1997 ) .