Maslow’s
hierarchy of needs
Maslow's hierarchy of needs is a theory in
psychology expected by Abraham Maslow in his 1943 paper "A Theory of Human
Motivation", moreover currently Maslow’s hierarchy of needs theory remains
relevant in every sector of our business today furthermore the low order needs which
are the psychological and safety needs could be associated with the organizational
culture also when there is a new organization form they need to pass through
this lower order stage in which they struggle with their basic survival needs
and at the third level is the social needs would be the formation of organized
roles within the organization and the bonding between the coworkers once the social
needs are accomplished which leads to the positive interaction
of organizational culture and human resource management would result in
self-esteem and self-actualization which is demonstrated through
the employees performance that illustrates the strength and reliability of
their organization (Jerome, 2013).
Figure 1: Maslow’s hierarchy of needs
Source: McLeod, (2007)
Physiological
needs are the basic needs that are
required for human survival, this is the initial stage in Maslow’s hierarchy of
needs, such as food, air, water and shelter furthermore according to Maslow the
organization must provide employees with a decent salary to afford adequate
living conditions (Lam and Tang, 2003). The Basic level of physiological needs
that should be addressed is wages furthermore once the employees are fairly
paid, they will not spend inordinate amount of time thinking about their
salaries (Maslow, 2000).
Safety
needs are the next set of needs
that needs to be fulfilled according to Maslow’s hierarchy of needs these need
are such as job security, secure working environment. Provision of necessary
opportunities of learning, training and development, job security, promotions
all lead to a positive physiological contract (Armstrong, 2010).
Social
needs are the third set of needs
according to Maslow’s hierarchy of needs moreover these set of needs are
activated once the safety needs are been met. Social needs are affiliated that
the needed to be loved and accepted by the people (Jerome, 2013). In addition
when refer to the organization context these needs should be fulfilled by
encouraging the employees to participate in social events and the bond between
the coworkers (Zameer et al, 2014).
Esteem
needs are the fourth set of needs
that needs to be accomplished once the social needs are met, it include the
need of self-respect, confidence and recognize achievements. If the employees
decisions, ideas and concepts are not taken into account, then the involvement
of the employee disappears and they feel misunderstood and unappreciated (Benson
and Dundis, 2003).
Self-actualization
this is the last level of Maslow’s hierarchy of needs, this is where the
individual has reached his/hers fullest potential moreover self-actualized
employees are added value to the organization (Kaur, 2013).
Video 4: Maslow’s hierarchy of needs
Source: The School of Life (2019).
Reference
Armstrong, M. (2010). Armstrong's essential
human resource management practice: A guide to people management. Kogan Page
Publishers.
Benson, S.G. and Dundis, S.P.(2003). Understanding
and motivating health care employees: integrating Maslow's hierarchy of needs,
training and technology. Journal of nursing management, 11(5),
pp.310-305.
Jerome, N (2013). Application of the
Maslow’s hierarchy of need theory; impacts and implications on organizational
culture, human resource and employee’s performance. International
Journal of Business and Management Invention, 2(3), pp.23-33.
Kaur, A. (2013). Maslow’s need hierarchy theory: Applications
and criticisms. Global Journal of Management and Business Studies, 3(10),
pp.1061-1062.
Lam, S. and Tang, C. (2003) Motivation of survey
employees in construction projects. Journal of geospatial engineering, 5(1),
pp.61-62.
McLeod, S., 2007. Maslow's hierarchy of needs. Simply
Psychology, 1.
Stephens, D.C.(ed), (2000). The Maslow business
reader. John Wiley & Sons.
The
School of Life (2019) Why Maslow's Hierarchy of Needs Matters [Online]. Available
at: https://www.youtube.com/watch?v=L0PKWTta7lU [Accessed on 10th November
2019].
Zameer, H., Ali, S., Nisar, W. and Amir, M (2014)
The impact of the motivation on the employee’s performance in beverage industry
of Pakistan. International Journal of Academic Research in Accounting,
Finance and Management Sciences, 4(1), pp.283-290.
ReplyDeleteAs you mentioned Rochana, there are certain factors that enhance the Employee-employer relationship and the job satisfaction.
Employee–Employer relationships involve psychological contracts which based on explicit or implicit promises conveyed by the employer to provide on what employees are entitled to receive, or should receive. Breach occurs when organizations fail to fulfill obligations, misunderstanding or reneging between what was promised and what has been experienced. This feelings of disloyalty, anger, and resentment will lead to behavioral and attitudinal reactions such as drop of productivity and commitment (Levyd et al., 2009). Employer attractiveness refers to the entire organization. Its focal attention drags to its leadership while ensuring competitive advantage. The concept of an attractive employer is focused on the organizational core values such as integrity, respect, honesty, trust, collaboration and providing on-going open two-way communication to all employees to ensure almost exclusively a great place to work (Vaikasienė et al., 2014). As explained in Herzberg’s theory, a two-dimensional paradigm of factors namely hygiene and motivational factors affect the attitudes about work. Presence of hygiene factors such as company policy, working conditions, interpersonal relations, salary and supervision may not motivate or create job satisfaction but the absence of them can create job dissatisfaction. Motivators which enrich employees job such as recognition, achievement, advancement, responsibility and the work itself are the determiners of job satisfaction (Gawel, 1997).
Nilmini,the psychological contract can be defined as “an individual’s beliefs about the terms of the exchange agreement between employee and employer (Rousseau, 1989). The nature of psychological contract is subjective to perception which differs between individuals, also the psychological contract is dynamic, which means it changes over time during the relationship between the employer and employee (Rousseau, 1995). Moreover the contract concerns mutual obligations, based on given promises, in which both parties invest in their relationship with the expectation of a positive outcome for them. (Anderson & Schalk, 1998). Furthermore Motivation will lead to the fact that employees of the organization will seriously and effectively do his duties and responsibilities (Azar and Shafighi, 2013). Attractive Salaries is a valuable tool and play an important role to increase employee’s performance and also increases the productivity of the organization (Muogbo, 2013).
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