Maslow’s Hierarchy of Needs Essay

1)Explain the motivation problem with the hourly-paid employees in this constitution in impairment of the content models of motivation. What ar the early(a) things that the human resources manager is referring to in speaking of things besides m unmatchabley, conditions, and fringe benefits that be penuryed to motiv have employees? The out even off possible action that is briefly presented is Maslows hierarchy of take. subsequently which, this is touch baseed to the take of Tom, Rajina, and chevy. Maslows pecking order of Needs Perhaps, the close famous surmise of satis itemion and motivation was developed by Abraham Maslow (1954 in Loop, 1994).Maslow believed that employees would be squelched with their caprioles at any disposed(p) point in prison term if true of necessity were met. Maslow believed that in that location atomic number 18 five major types of demand and these deprivationinesss be hierarchical that is, reject level needs must be wholesom e-to-do before an employee bequeath be concerned with the next level of needs. prefatorial biological needs. Maslow persuasion that an unmarried first seeks to encounter introductory biological needs for food, air, water, and entertain. An singular(a) who does non film a suppose, is homeless, and is on the verge of starvation leave behind be well up-off with any bank line as long as it provides for these basic needs.When asked how well they enjoy their line of products, people at this level might reply, I great(p) dealt croak, it pays the bills. Safety needs. After the basic biological needs shit been met, a subscriber line that merely provides food and shelter ordain no longer be satisfying. Employees because pop off concerned slightly meeting their safety needs. That is, they whitethorn trifle in an unsafe coal tap to earn m onenessy to ensure their familys survival, solitary(prenominal) when once their family has food and shelter, they exit rebri ny meet with their pedigrees only if their oeuvre is safe.Safety needs render been explained to entangle psychological as well as physical safety. Psychological safety a lot referred to as job security put forward sure affect job delight. For example, national firmament employees often list job security as a main benefit to their jobs a benefit so inviolate that they entrust stay in lower paying public sector jobs rather than take heightser paying, til instanter less secure, jobs in the private sector. cordial needs. Once these first 2 need levels deport been met, employees will remain commodious with their jobs only when their social needs wipe out been met.Social needs occupy forming(a) with others, developing friendships, and feeling needed. Organizations attempt to satisfy their employees social needs in a variety of ways. Company cafeterias provide growers the smudge and opportunity to socialize and meet other employees, go with picnics altogether ow families to meet one a nonher, and company sports programs untold(prenominal) as bowl teams and softb sever ally(prenominal) games provide opportunities for employees to play unitedly in a neutral environment. swelled head needs. When social needs take away been fulfill, employees centralise next on meeting their self-importance needs.These atomic number 18 needs for recognition and success, and an arranging butt end help to satisfy them by praise, salary developments, and publicity. Ego needs can be satisfied in many a(prenominal) ways. For example, many organizations use furniture to help satisfy ego needs. The higher the employees position, the better his office furniture. Self- veridicalization needs. Even when employees wee-wee friends, have earned awards, and argon qualification a relatively high salary, they may not be completely satisfied with their jobs because their self-actualization needs may have not been satisfied yet.These needs atomic number 18 the one-fifth and concluding level of Maslows needs hierarchy. Self-actualization may be trump out specify by the US Armys recruiting slogan, be the best that you can be. An employee tenor for self-actualization demands to r severally her potential in every(prenominal) toil. Thus, employees who have worked within the same elevator car for 20 years may become dissatisfied with their jobs. They have accomplished all that they can with that particular machine and now search for a new challenge. If none is available, they may become dissatisfied (Knoop, 1994).In the suit study, it has been pointed out that Tom does not seem to be simply move by money alone, suggesting that he has probably gone beyond the basic biological needs. at that place should be causal agency on the part of his supervisor to look for see or self-actualization needs, perhaps. One option is for his job to be enriched. This is in corresponding manner true in the discipline of Rajina who does have l oyalty to the company, but is not to a fault assertive. She may be asked to engage in activities that will affix her self-confidence.Finally, Tom is easily incite by monetary rewards, and may be rewarded and motivated by these. Still another supposition is the two factor theory of Herzberg. Two-factor possibleness Still another needs theory, which reduces the repress of needs to two, was developed by Herzberg. He believed that job-related factors can de divided into two categories, motivators and hygiene factors thus the name two-factor theory. Hygiene factors ar those job-related elements that results from but do not adopt the job itself. For example, pay and benefits ar consequences of work but do not involve the work itself.Similarly, making new friends may result from going to work, but it is besides not directly involved with the tasks and duties of the job. Motivators be job elements that do concern actual tasks and duties. Examples of motivators would be the level of job responsibility, the keep down of job control, and the interest that the work charters for the employee. Herzberg believed that hygiene factors atomic number 18 necessary but not sufficient for job satisfaction and motivation. That is, if a hygiene factors is not present at an adequate level (e. g. the pay is similarly low), the employee will be dissatisfied.But if all hygiene factors are represented adequately, the employees level of satisfaction will only be neutral. Only the presence of two motivators and hygiene factors can bring job satisfaction and motivation. Herzbergs theory is one of those theories that hurls sense but has not acquire watertight support from research. In general, researchers have criticized the theory because of the methods used to develop the two factors as well as the fact that few research studies have replicated the findings obtained by Herzberg and his colleagues (Knoop, 1994). McClellands Needs TheoryThe final needs theory was deve loped by McClelland (1961 in Knoop, 1994) and suggests that engagements between individuals stem from the race between a job and each employees level of job satisfaction or motivation. McClelland believed that employees differ in their needs for attainment, affiliation, and power. Employees who have a strong need for acquirement rely jobs that are intriguing and over which they have some control, whereas employees who have minimal achievement needs are more satisfied when jobs involve precise challenge and have high opportunity of success.In contrast, employees who have a strong need for affiliation prefer running(a) with and helping other people. These types of employees are make up more often in people-oriented serving jobs than in vigilance or judicature (Smither & Lindgren, 1978). Finally, employees who have a strong need for power have a desire to influence others rather than simply be successful. enquiry has shown that employees who have a strong need for power and achievement make the best managers (Stahl, 1983) and that employees who are motivated most by their affiliation needs will probably make the worst managers.It is unornamented from both theories that Tom, Rajina and rile may have need for hygiene factors to increase their productivity. This representation that trouble must offer motivators to check them or to motivate them to work more. 2)Building on the response to Question 1, explain the motivation of the hourly-paid employees in this company in terms of the process models of motivation. Based on the training provided by the confidential inter beholds, what would you guess are some of the expectancies, valences, and inequities of the hourly-paid employees of this company?How do these correspond to those of Pat (the Director of Manufacturing and Operations)? Based on Vrooms expectancy theory, Tom, Rajina and Harry have varying valences, expectancies and instrumentality. For example, in the case of Tom, values inspiration and motivation which are nonphysicals. However, he is not motivated because he does not draw this from the company. He also does not believe that exerting more effort at work would allow him to receive such inspiration. In the case of Rajina, she has a high need for esteem, which she does not date because she does not know to advertise her efforts to colleagues. perception is what may be given to her to counterbalance for her efforts and loyalty. There is no direct link from her perspective, of exerting more effort at work, and receiving such recognition as reward. Finally, Tom puts great premium on monetary rewards and benefits. However, base on the perceptions of hourly paid employees in general, there is no significant difference between those who work hard and those who set up little. A compensation and bonus strategy reflective of relative contribution must be established to motivate employees akin him.Based on these information, how can management leverage on the motivat ion of employees to change them to attain higher productivity? private differences theory grapples that some vari king in job satisfaction is callable to an individuals soulal carryency crossways situations to enjoy what she does. Thus, true types of people will generally be satisfied and motivated regardless of the type of job they hold (Weaver, 1978). The idea also makes intuitive sense. We all know that people who constantly complain and whine about every job they have, and we also know people who are motivated and enthusiastic about every job or task.First, we should be apprised of the fact that there are several(prenominal) factors that affect our hourly paid employees satisfaction. by from money and fringe benefits that motivate employees like Harry, constitution is another factor to consider. Whether the concord in job satisfaction is due to genetic or environmental factors, there appears to be a series of personality variables that are related to job satisfaction . That is, certain types of personalities are associated with the tendency to be satisfied or dissatisfied with ones job. umpire et al. (1998) have hypothesized that these personality variables are related and involve peoples outlook on life (affectivity), view of their self-worth (self-esteem), ability to master their environment (self-efficacy), and ability to control their environment (external vs. internal venue of control). People prone to be satisfied with their jobs have high self-esteem, high self-efficacy, high positive affectivity, and an internal locus of control. Research supporting this view has come from reckon et al. 1998), who entrap a significant correlativity between a combination of these iv variables and job satisfaction, and from Garske (1990), who found that employees with high self-esteem are more satisfied with their jobs than are employees low in self-esteem.Results consistent with the mall evaluation theory were reported by Dubin and Champoux (1977), who found that some people are happier in their jobs than people without this focus. Moreover, the degree to which they are satisfied with their lives is also another determiner of their motivation on the job. Judge et al. 1998), Judge and Watanabe (1993), and Tait et al. (1989) have theorized not only that job satisfaction is consistent across time but that the extent to which a person is satisfied with all aspects of her life (e. g. marriage, friends, job, family, geographical location) is as well. Furthermore, people who are satisfied with their jobs tend to be satisfied with life. These researchers found support for their theory, as their data bear witness that job satisfaction is significantly match with life satisfaction. Thus, people intelligent in life tend to be happy in their jobs and vice versa.Individual differences theories postulate that some employees are more dispose to being motivated than others. Such things as genetics and affectivity are involved in the ext ent to which some people tend to endlessly be satisfied with their jobs and others always dissatisfied. However, rather than genetics and affectivity, self-esteem, need for achievement, and constitutional motivation tendency are the individual differences most related to work motivation. To be able to address hourly employees intangible needs, there must be much effort on managements part to increase employees self-esteem.These may not be too applicable for Harry who seems to be more motivated by basic needs, i. e. money and fringe benefits. There are various ways of carrying this out, as follows Employees who can attend workshops or sensibility groups in which they are given insights into their strengths. It is thought that these insights raise self-esteem by demonstrate the employee that he has several strengths and is a life-threatening person. Management also ought to provide hourly paid employees with experience on success. With this approach, an employee is given a task s o undemanding that he will almost certainly succeed.It is thought that this success increases self-esteem, which should increase executeance, then promote increase self-esteem, then further increase feat, and so on. This method is base loosely on the principle of self-fulfilling prophecy, which states that an individual will perform as well or as poorly as he expects to perform. In other words, if he believes he is intelligent, he should do well on tests. If he believes he is dumb, he should do poorly. So if an employee believes he will always fail, the only way to modernise the vicious cycle is to ensure that he performs well on a task (Knoop, 1994).Particularly in the case of Tom, management has to think of ways to motivate him to achieve. Employees who have a strong need for achievement desire and are motivated by jobs that are challenging and over which they have some control, whereas employees who have minimal achievement needs are more satisfied when their work involves little challenge. Employees who have a high need for achievement ate not risk takers and tend to set tendencys that are challenging enough to be interesting but low enough to be attainable.Employees with a high need for achievement need recognition and want their achievements to be noticed. To increase motivation, intention scene should be used. This is particularly applicable in Toms and Rajinas case who do not seem to perform well without adequate supervision. With goal setting, each employee is given a goal, which might be a particular quality level, a certain quantity of output, or a combination of the two. For goal setting to be most successful, the goals themselves should possess certain qualities. First, they should be concrete and particularized.Setting more specific subgoals can also improve performance (Klawsky, 1990). Second, a properly set goal is high but reasonable (Locke & Latham, 1990). To increase the effectiveness of goal setting, feedback should be provided t o the employee on his progress in reaching his goal (Locke & Latham, 1990). Feedback can include verbally sex act an employee how he is doing, placing a chart on a wall, or displaying a certain color of light when the employees work pace will result in goal attainment and a different color of light when the pace is too slow to reach the goal.Feedback increases performance best when it is positive and informational rather than negative and controlling. some other set of theories hypothesizes that workers are motivated when they are rewarded for their behavior. As a result, organizations offer incentives for a wide variety of employee behaviors, including working overtime or on weekends, making suggestions, referring applicants, staying with the company (length of service awards), coming to work (attendance bonuses), not getting into accidents, and performing at a high level (Henderson, 1997).