Abraham H. Maslow (1908–1970) was arguably one of the most significant psychologists of modern world. The hierarchy of human needs outlined by Maslow (1943, 1954) is one of his most stable contributions to psychology (Rivera, 2006). Distinctively Maslow theorized that people have five types of needs and that these needs are activated in a hierarchical manner (Kaur, 2013).Kritsonis (2002) emphasizes that according to Maslow’s hierarchy of needs theory, an individual’s needs are prearranged in a hierarchical order the lower-level physiological needs to the higher-level needs for self-actualization. The physiological needs are the highest precedence because until they are sensibly satisfied, other higher-level needs will not appear to stimulate behavior.
The initial and most extensive edition of Maslow's hierarchy of needs includes five motivational needs, often represented as hierarchical levels within a pyramid (McLeod, 2007).
(Source: Macleod, 2007)
The deficit of basic needs are said to motivate people when they are not met. Also, the need to accomplish such needs will become stronger the longer the period they are deprived of. For instance, the longer a person goes without food the more hungry they will become with the longing and the frustration they go through. Every person is capable and has the desire to move up the hierarchy toward a level of self-actualization to feel accomplished. Regrettably, improvement is often interrupted by failure to meet lower level needs. Life experiences including divorce and loss of job may cause an individual to vary between stages of the hierarchy (McLeod, 2007).
Instead of focusing on psychopathology and what goes wrong with people, Maslow invented a more positive account of human actions which focused on what goes right. He was fascinated in human potential, and how we realize that potential. Psychologist Maslow stated that human motivation is based on people seeking accomplishment and change through personal growth. Self-actualized people as those who were fulfilled and doing all they were capable of. The growth of self-actualization person refers to the need for personal growth that is available throughout a person’s life. For Maslow, a person is always “becoming” and never remains stagnant in these terms. In self-actualization a person comes to find a sense to life that is important to them. As each person is unique the motivation for self-actualization guide people in different directions (Kenrick et al., 2010). For some people self-actualization can be realized through creating works of art or literature, for others through sport, in the classroom, or within a corporate setting.
Human Resource Management (HRM) plays a key role in managing the most important asset in an organization and HRM is known as a multidisciplinary organizational task that draws theories and ideas from diverse fields such as management, psychology, sociology and economics (Storey, 1992). Aimed at developing people through work (Bratton and Gold, 2001), human resource management includes managerial activities that are associated with planning, recruitment, selection, orientation, training, assessment, motivation and compensation (Storey, 1992).
Unlike any other asset in an organization, human asset requires motivation which has a larger impact on employee performance which is a key element required in achieving organizational goals. Hence, employee’s performance is an issue that has received broader interest in literature and research due to its significance since every organization aims to achieve superlative performance (Ojo, 2009). Performances are activities that guarantee goals are constantly being met in an effective and efficient manner (Cardy and Selvarajan, 2004; McNamara 2005). Employee’s performance refers to the recognizable behaviors and actions which explicate how a job is done, plus the results that are anticipated for adequate job performance (McNamara, 2005).
Maslow wanted to recognize what motivates people. He assumed that individuals hold a set of motivation systems isolated to rewards or insensible desires. (McLeod, 2007) Maslow stated that people are motivated to achieve particular needs. When one need is fulfilled a person would search to fulfill the next one, and so on. Desire to understand this aspect, made him to investigate and come up with the Self-Actualization Model which was discussed before.
Also, Motivational factors play a significant role in increasing employee job satisfaction. This will lead to improved organizational performance. High productivity is a long term payback of employee motivation. Motivated employee is a valuable asset who generates value for an organization in amplifying the business and revenue growth (Kaur, 2013).
According to various literatures on motivation, individuals often have problems in identifying what they want from a job. Therefore, employers have ignored what individuals’ say that they want, instead telling employees what the employer wants, based on what managers believe most people want under the circumstances. These decisions have predominantly been based on Maslow's needs hierarchy, including the factor of prepotency. As a person go forward through an organization, his employer supplies or provides prospects to satisfy needs higher on Maslow's pyramid (Gawel, 1997).
Organization remuneration can also play a major role in an employee's satisfaction and higher job performance. Some organizations offer bonuses or extra benefits to certain employees who attempt to improve their performance year by year. This can include coaching, mentoring, training or allocations to attend specialized conferences. These sorts of secondary benefits can stimulate an employee to take on new opportunities to improve themselves and, as a result, improve his or her performance in their current position which will eventually befit the employee to progress. It can also set his or her career path in a better direction, for future development and promotion (McNamara, 2005). The method an organization chooses for performance appraisals and evaluations can have the biggest effect on employee performance. Organizations that fail to review their employee's performance or recognize a job well done may soon find dissatisfied employees who will then be responsible for the lower performance of the organization. Furthermore, organizations that rigorously monitor employee work without providing employees the opportunity to provide feedback may also result in non-motivated employees (Cardy and Selvarajan, 2004).
My experience lays with one of the leading commercial banks in Sri Lanka and it is more or less of a Small and Medium Enterprises focused bank in the financial industry. If the employee grades of the subjected organization are arranged according to the Maslow’s hierarchy of needs, the organizational structure would look like below:
Factors Explanation
- Physiological needs are the need at the base of the triangle and include the lowest order need and most fundamental. This includes the need to satisfy the elementary biological drives such as food, air, water and shelter (Kaur, 2013). They are the strongest needs because if a person were deprived of all needs, it is these physiological ones that would emerge first in the person's search for fulfillment (Jerome, 2013).According to Maslow organizations must provide employees with a salary that facilitate them to afford tolerable living conditions. The underlying principle here is that any hungry employee will barely be able to make much of any contribution to his organization (Kaur, 2013).
- Safety needs: this inhabit the second level of needs. Safety needs are triggered after physiological needs are met (Kaur, 2013). When all physiological needs are satisfied and are no longer controlling thoughts and behaviors, the needs for security can become active. While adults have little consciousness of their security needs except in times of an urgent situation or periods of disorganization in the social configuration (such as common rioting), children often exhibit the signs of uncertainty and the need to be safe (Jerome, 2013). They refer to the need for a secure functioning environment free from any intimidation or harms. The basis is that employees working in an environment free of harm do their jobs without trepidation of harm (Kaur, 2013).
- Social needs: This symbolizes the third level of needs. They are activated after safety needs are satisfied (Kaur, 2013).These comprise the longing for fondness, belongingness, recognition, and friendship. These are concerned with an individual’s capability to exist in agreement with other people (Adiele & Abraham, 2013). Maslow affirms that people seek to overcome feelings of loneliness and disaffection. This involves both giving and receiving love, recognition, affection and the sense of belonging (Jerome, 2013).
- Esteem needs: This is explained in the fourth level of needs. It includes the need for self-worth and endorsement of others (Kaur, 2013). These involve needs for both self-esteem and for the esteem a person gets from others. Humans have a need for a steady, firmly based, high level of self-respect, and revere from others. When these needs are satisfied, the person sense self-confident and valuable as a person in the world (Jerome, 2013).But when they are not satisfied; it fabricates feelings of vulnerability and inferiority (Adiele & Abraham, 2013),
- Self-actualization: This is the last level at the top of the triangle. This refers to the need to become all that one is competent of being to grow ones maximum potential (Kaur, 2013). This means to become more and more what is required for one to become everything that a person is capable of becoming (Adiele & Abraham, 2013). The underlying principle here holds to the position that self-actualized employees embody valuable resources to the organization human resource (Kaur, 2013).
The deficit of basic needs are said to motivate people when they are not met. Also, the need to accomplish such needs will become stronger the longer the period they are deprived of. For instance, the longer a person goes without food the more hungry they will become with the longing and the frustration they go through. Every person is capable and has the desire to move up the hierarchy toward a level of self-actualization to feel accomplished. Regrettably, improvement is often interrupted by failure to meet lower level needs. Life experiences including divorce and loss of job may cause an individual to vary between stages of the hierarchy (McLeod, 2007).
Examples
- Physiological Needs: The well-known Googleplex command center in Mountain View, California, offers outwardly endless free food choices. Employees can eat every meal free at the campus restaurants and cafes—and save a ton of money savings as well as for their future endeavors (Money, 2018).
- Safety Needs: The coffee chain is known for treating its employees well. Starbucks offers full reimbursement of tuition for those who are willing to do their higher studies (Money, 2018).
- Social Needs: Airbnb wants employees to enjoy travelling around the world as much as its customers. The holiday rental listing site offers staff an annual $2,000 remuneration to fly around the world and stay in an Airbnb spot anywhere (Money, 2018).
- Esteem Needs: Despite media attention paid to commercial jet travel, many CEOs are provided with ground transport bonus including company cars, privileged parking or a car and driver. According to MarketWatch, the tab for car and driver service provided to Macy's Inc. CEO Terry Lundgren topped $261,000 in 2009 (Investopedia, 2018).
- Self-actualization: Bill Gates, who has held the title of “World’s Richest” human for 15 of the last 20 years, has given away more than any living person. In 2010, Gates and Warren Buffett announced “The Giving Pledge”- a campaign for billionaires to commit to giving a bulk of their billions to charitable causes (Complex, 2018).
Self-Actualization
Link between Maslow’s Hierarchy of needs and Employee Motivation
Unlike any other asset in an organization, human asset requires motivation which has a larger impact on employee performance which is a key element required in achieving organizational goals. Hence, employee’s performance is an issue that has received broader interest in literature and research due to its significance since every organization aims to achieve superlative performance (Ojo, 2009). Performances are activities that guarantee goals are constantly being met in an effective and efficient manner (Cardy and Selvarajan, 2004; McNamara 2005). Employee’s performance refers to the recognizable behaviors and actions which explicate how a job is done, plus the results that are anticipated for adequate job performance (McNamara, 2005).
Maslow wanted to recognize what motivates people. He assumed that individuals hold a set of motivation systems isolated to rewards or insensible desires. (McLeod, 2007) Maslow stated that people are motivated to achieve particular needs. When one need is fulfilled a person would search to fulfill the next one, and so on. Desire to understand this aspect, made him to investigate and come up with the Self-Actualization Model which was discussed before.
Also, Motivational factors play a significant role in increasing employee job satisfaction. This will lead to improved organizational performance. High productivity is a long term payback of employee motivation. Motivated employee is a valuable asset who generates value for an organization in amplifying the business and revenue growth (Kaur, 2013).
According to various literatures on motivation, individuals often have problems in identifying what they want from a job. Therefore, employers have ignored what individuals’ say that they want, instead telling employees what the employer wants, based on what managers believe most people want under the circumstances. These decisions have predominantly been based on Maslow's needs hierarchy, including the factor of prepotency. As a person go forward through an organization, his employer supplies or provides prospects to satisfy needs higher on Maslow's pyramid (Gawel, 1997).
Organization remuneration can also play a major role in an employee's satisfaction and higher job performance. Some organizations offer bonuses or extra benefits to certain employees who attempt to improve their performance year by year. This can include coaching, mentoring, training or allocations to attend specialized conferences. These sorts of secondary benefits can stimulate an employee to take on new opportunities to improve themselves and, as a result, improve his or her performance in their current position which will eventually befit the employee to progress. It can also set his or her career path in a better direction, for future development and promotion (McNamara, 2005). The method an organization chooses for performance appraisals and evaluations can have the biggest effect on employee performance. Organizations that fail to review their employee's performance or recognize a job well done may soon find dissatisfied employees who will then be responsible for the lower performance of the organization. Furthermore, organizations that rigorously monitor employee work without providing employees the opportunity to provide feedback may also result in non-motivated employees (Cardy and Selvarajan, 2004).
Experiential Learning
According to the present HRM practice in the organization where I am working in, following benefits are provided to the two bottom level staff member grades which falls under Physiological Needs and Safety Needs quadrant , which includes fuel allowance, lunch at a one fifth of the price, consumption, housing, personal and vehicle loans at a lower interest rates, job related local training, holiday allowance, spectacle claims, Out Patient (OPD) allowance, hospitalization and life insurance cover apart from the usual basic remuneration, employee provident fund and employee trust fund pay outs. The set of aforementioned benefits pretty much covers the basic needs of any human being. Certainly at this level, mentioned facilities work as a motivational factor for the human resource of the organization which leads to a better job performance.
In an institution like a Bank, said benefit packages are provided across all levels of employees and the only difference is that, the value of the entitlements are increased when employees move up in the hierarchy with some additional benefits to support the employee motivation accordingly. The tier with the social needs “Managers, Senior and Chief Managers” are offered with foreign training, company paid educational programs, in the areas of EQ,IQ and Leadership, Club memberships and entertainment allowances which encourages the respective employees to move along with the peer groups to give some scene of love and belonging.
Esteem Level Benefits are provided to the CEO, Senior DGM, DGM and AGM level members inclusive of all of the above along with unlimited fuel, drivers, company vehicles, Company apartment, reimbursement of grocery bills, fully paid vacations abroad inclusive of higher salary increments and year end bonuses.
According to Maslow’s explanations, the aforesaid benefits in my organization support the employees to keep up the motivation when they climb up the career ladder, yet the time taken to promote the staff members based on their experience, skill set, knowledge and the performance is really high which does not add much value to the employee in the long run. That is the only concern I see which does not provide 100% results out of the benefit package that offers to the employees, and this negativity has resulted in lower job performance and employee dissatisfaction at present.
According to Graham & Messner (1998) in general there are three major criticisms aimed at the need theory and other content theories of motivation. (A) There is limited experimental data to support their conclusions, (b) they presume employees are principally alike, and (c) they are not theories of motivation at all, but rather theories of job satisfaction. This was supported by the views of Nadler & Lawler (1979) in Graham & Messner (2000). Nadler & Lawler (1979) cited in Graham & Messner (2000) were also critical of the need theory of motivation. They argue that the theory makes the following impractical assumptions about employees in general that: (a) all employees are alike (b) all situations are alike and that (c) there is only one best way to meet needs. Another critic to this view was from Basset-Jones & Lloyd (2004). Basset-Jones & Lloyd (2004) presents that in general, critics of the need theory argue that it is as a result of the usual feeling of employees to take credit for needs met and dissatisfaction on needs not met.
With the explanations, research results and analysis done on the Need theory presented by Abraham Maslow, it is evident that the need theory has a direct connection towards employee motivation as considerable amount of scholars have validated despite the heavy criticism built up by fewer scholar. However, according to facts and figures gathered, it is self-explanatory that this theory has a significant impact of employee motivation of any of the organizations, which relates to organizational behavior and human resource management. Application of the Need theory in to any working environment could have being made as a result of the contribution made so far by Maslow’s Hierarchy of need theory which further proves through the prior explained experiential learning and will certainly lead towards employee motivation at work place.
Adiele , E. E. and Abraham, N.M. (2013) Achievement of Abraham Maslow’s Needs Hierarchy Theory among Teachers: Implications for Human Resource Management in The Secondary School System in Rivers State. Journal of Curriculum and Teaching, 2(1) 140-144.
https://files.eric.ed.gov/fulltext/EJ1157714.pdf [Accessed 23 September 2018].
Ayesha, H., Khalid ,W. and Khan,T.N. (2013) Relating Maslow’s Hierarchy of Needs with Employee Turnover and Retention: Case Study of Local Telco. International Journal of Human Resource Studies, 3(2) 51-67.
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.679.8395&rep=rep1&type=pdf [Accessed 23 September 2018].
Complex (2018) Paul Allen and Bill Gates, Co-Founders of Microsoft - The Most Charitable Tech CEOs | Complex. [ONLINE] Available at: https://www.complex.com/pop-culture/2014/11/10-tech-ceos-who-are-changing-the-face-of-philanthropy/paul-allen-and-bill-gates-co-founders-of-microsoft. [Accessed 24 September 2018].
Francis, N. H. (2006) A Brief Analysis of Abraham Maslow’s Original Writing of Self-Actualizing People: A Study of Psychological Health. Doctoral forum national journal of publishing and mentoring doctoral student research, 3(1) 1-6.
https://files.eric.ed.gov/fulltext/ED501708.pdf [Accessed 23 September 2018].
In an institution like a Bank, said benefit packages are provided across all levels of employees and the only difference is that, the value of the entitlements are increased when employees move up in the hierarchy with some additional benefits to support the employee motivation accordingly. The tier with the social needs “Managers, Senior and Chief Managers” are offered with foreign training, company paid educational programs, in the areas of EQ,IQ and Leadership, Club memberships and entertainment allowances which encourages the respective employees to move along with the peer groups to give some scene of love and belonging.
Esteem Level Benefits are provided to the CEO, Senior DGM, DGM and AGM level members inclusive of all of the above along with unlimited fuel, drivers, company vehicles, Company apartment, reimbursement of grocery bills, fully paid vacations abroad inclusive of higher salary increments and year end bonuses.
According to Maslow’s explanations, the aforesaid benefits in my organization support the employees to keep up the motivation when they climb up the career ladder, yet the time taken to promote the staff members based on their experience, skill set, knowledge and the performance is really high which does not add much value to the employee in the long run. That is the only concern I see which does not provide 100% results out of the benefit package that offers to the employees, and this negativity has resulted in lower job performance and employee dissatisfaction at present.
Criticisms
Conclusion
Reference List
https://files.eric.ed.gov/fulltext/EJ1157714.pdf [Accessed 23 September 2018].
Ayesha, H., Khalid ,W. and Khan,T.N. (2013) Relating Maslow’s Hierarchy of Needs with Employee Turnover and Retention: Case Study of Local Telco. International Journal of Human Resource Studies, 3(2) 51-67.
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.679.8395&rep=rep1&type=pdf [Accessed 23 September 2018].
Complex (2018) Paul Allen and Bill Gates, Co-Founders of Microsoft - The Most Charitable Tech CEOs | Complex. [ONLINE] Available at: https://www.complex.com/pop-culture/2014/11/10-tech-ceos-who-are-changing-the-face-of-philanthropy/paul-allen-and-bill-gates-co-founders-of-microsoft. [Accessed 24 September 2018].
Francis, N. H. (2006) A Brief Analysis of Abraham Maslow’s Original Writing of Self-Actualizing People: A Study of Psychological Health. Doctoral forum national journal of publishing and mentoring doctoral student research, 3(1) 1-6.
https://files.eric.ed.gov/fulltext/ED501708.pdf [Accessed 23 September 2018].
Gawel, J.E. (1997) Herzberg's theory of motivation and Maslow's hierarchy of needs. Practical Assessment, Research and Evaluation, 5(11) 1-3.
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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) 39-45.
https://www.academia.edu/12099958/Application_of_the_Maslows_hierarchy_of_need_theory_impacts_and_implications_on_organizational_culture_human_resource_and_employees_performance [Accessed 23 September 2018].
Kaur, A. (2013) Maslow’s Need Hierarchy Theory: Applications and Criticisms. Global Journal of Management and Business Studies, 3(10), 1061-1064.
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Rivera, M.E.K. (2006) Rediscovering the Later Version of Maslow’s Hierarchy of Needs: Self-Transcendence and Opportunities for Theory, Research, and Unification. Review of General Psychology, 10(4) 302-317.
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Hi Akila, The way you have constructed the flow of the blog is precisely emphasize on measuring satisfaction of the needs. Among financial, economic and human resources, the latest are more essential and have the capability to endow a company with competitive edge as compared to others (Rizwan& Ali 2010). Employee performance fundamentally depend on many factors like performance appraisals, employee motivation, employee
ReplyDeletesatisfaction, compensation, training and development, job security, organizational structure and others, but the area of study is focused only on employee motivation as this factor highly influence the performance of employees. Employee motivation is one of the policies of managers to increase effectual job management among employees in organizations(Shadare et al, 2009).
Thank you for the comment Lasitha.As you have correctly said Employee performance fundamentally depend on many factors. Importance of employee performance has made organizations to critically examine ways & means to increase the same. Organizations across the globe that consider their human resources as a central core of the business and continuously increase the level of their employees’ motivation and performance tend to be more effective (Adi, 2000, Anka, 1988, Rothberg 2005). The first theory of motivation which is used as a theoretical base was Abraham Maslow’s motivation theory (Nguyen,2017) .Since my blog was predominantly constructed based on Maslow’s hierarchy of needs, it contributed 100% towards the employee motivation.
DeleteHi Akila.I agree with your content in your blog and as you have clearly mentioned there are criticisms as well regarding the Maslow’s Hierarchy of Needs theory. According to Kaur (2013), all the employees are not able to satisfy their higher-order needs on the job. Further, managers from higher ranks of organizations are able to satisfy both their growth and deficiency needs whilst lower level managers are able to satisfy only their deficiency needs on the job. Accordingly, Maslow’s theory does not support regarding the specific conception it proposes (Greenberg and Baron, 2003).
ReplyDeleteFully agree with your comment Dinuka. Let me highlight one phrase I have included in to the blog. “Kritsonis (2002) emphasizes that according to Maslow’s hierarchy of needs theory, an individual’s needs are arranged in a hierarchy from the lower-level physiological needs to the higher-level needs for self-actualization. The physiological needs are the highest priority because until they are reasonably satisfied, other higher-level needs will not emerge to motivate behavior.” Obviously when an employee climbs up the career ladder, the motivation factors are different to the lower level of the hierarchy. By the time they get in to the second tire, the basic needs have already being satisfied. So the ones who are in a higher position would obviously get the advantage than the employees who are in a lower level.
DeleteI agreed with the comments you have discussed in the blog Akila. This would empower your concern about employee motivation further. With comparison to financial resources, human resources have the unique capability of creating competitive advantage over their competitors. In general employee performance depends on bucket of factors, such as employee motivation, performance appraisals, job satisfaction, training and development and so on. But Kalimullah (2010) points that employee motivation holds significant degree of influence towards the organizational performance. Highly motivated employees direct their goals aligned with organizational goals.
ReplyDeleteAgree with you Samanthi. While highly motivated employees direct their goals aligned with organizational goals, many researches have also shown that motivated employees perform work better than demotivated ones. Motivated employees are more innovative as they are always looking for better ways to complete a task. They are self-direct and goal-oriented. They can produce high-quality work with more or maximized efficiency and productivity (Boundless 2017) which also leads to maximization of profits (Matthew, Grawhich & Barber 2009).
DeleteMany larger employers have no issues satisfying those needs, especially when it comes to higher level positions. A big company recognizes the importance of attracting the best talent. But what do you do once you have them? This is where Maslow’s needs theory really comes into play. The next level in the needs hierarchy is a sense of BELONGING and holding trust and acceptance within a group.Physiology and safety needs are more basic in nature, while belonging, esteem and especially self-actualization are more aligned (Catherine 2014)
ReplyDeleteAndrea, Like you have highlighted what should a company do once they have attracted the best talent? In my opinion ,the organization then need to ensure that the employees are retained. Acknowledging the important role of employees and the huge influence they bring towards organizational effectiveness, companies are trying to retain employees by creating motivation and a healthier workplace. This is very important because if the personnel are not focused well, it associates with a decline in business productivity and effectiveness. Unless and until the employees are motivated and satisfied, an organization cannot foster to success (Manzoor 2011)
DeleteDear Akila it’s a very descriptive writing on Maslow’s Hierarchy of needs in Employee Motivation.
ReplyDeleteConsidering Maslow’s needs theory, money is likely to be a motivator to people who are still grappling with physiological needs and safety or security needs. People who are striving for higher order needs such as esteem and self-actualization, according to Maslow, are less concerned about money in the work (Afful-Broni and Nanyele, 2012).
Ruwini,as you have correctly pointed out People who are striving for self-actualization are less concerned about money. This level illustrates the need of “to become everything that one is capable of becoming” (Hagerty 1999): to be aware of and achieve a person’s full potential. In other words, they will try to do everything to the best of their ability. When a person has reached the state of self-actualization, they tend to be individualistic, focusing more on themselves and having a desire to widen knowledge, acquire new skills, take on new responsibilities, experience more new challenges, and act in a way that will take them to attain their desired life goals. According to Maslow, in order to completely achieve this level of needs, an individual must not only achieve and satisfying the previous needs, but also master them (Maslow 1954; McLeod 2007, 2016).This is the level where self actualized individuals focus more on charity & donations.The example I have included on the blog further validates this fact.
DeleteHi Akila, it's really great to see that you have linked your experiential learning with the Maslow's hierarchy. True, a bank is an organization where you can see these levels clearly which describes in Maslow's hierarchy. According to Jerome (2013),when the needs in each level becomes culturally focused, performance level will be improve in the organization. The reason is that the motivation factor is increasing with the needs which people try to achieve. People will tend to climb a level up from where they stay at the moment. Motivation plays a big role in here.
ReplyDeleteVayanga, you have brought up a valid point by highlighting that the improvement of performance happens when it is culturally focused. This argument implies a reversed effect that if the need is not culturally focused on, the performance standard will not be met (Jerome, 2013).Not meeting the performance standard will then demotivate employee. To mitigate this impact on low organizational performance, the relevant authority should implement strategies to continuously motivate employees without a fail.
DeleteHi , Akila I agree with the comments you have discussed in the blog. However , Maslow’s believed that all people are motivated to move up the hierarchy toward a level of self-actualization. Unfortunately, progress is often disrupted by the in ability to meet lower level needs. He believed a person cannot become self-actualized if he or she is starving for food or if they are still seeking love and affection from others (Maslow 1943)
ReplyDeleteI agree with your comments Ajantha.A person can move to the higher levels of needs only when the previous lower ones are successfully achieved (Nguyen,2017).Until the physiological needs are reasonably satisfied, other higher-level needs will not emerge to motivate behavior(Kritsonis,2002)
DeleteDer Akila, Its very well structured Blog assignment which clearly describe the subject in highly professional manner.Employee Motivation plays a crucial role in the long term growth of an organization which has a direct connection with the performance of employees. Employee motivation and performance are essential tools for the success of an organization in the long run in a volatile and fierce market environment.The way you have connect the Maslow’s hierarchy of needs to the topic is impressive and very well done.
ReplyDeleteAs pioneers in business strategy execution, this is the time where Managers play a critical role in an organization Shiran. The job of a manager is to get things done by employees; the management of people is an integral part of the management process (Tella et al., 2007). To do this, the manager should be able to motivate employees adequately (Geomani, 2012). Organizations want to use maximum potential of their human resources, to stay in the competition and to survive; great organizations are built on the inherent value of their human resources, and the motivation and commitment of its employees (Mohsen et al., 2004).Having said that, to motivate employees, Maslow’s Hierarchy of needs theory could be applied in any of the organizations.
DeleteYour blog is clearly discussed Maslow's Theory. Further we would be able to argue that the Maslow’s hierarchy of needs is still discussed in some introductory texts as a tool for identifying patient needs and setting priorities for nursing care. Current nursing research continues to utilize Maslow’s hierarchy as a model of what motivates individuals (DeWit , 2005; Ramont, 2005).
ReplyDeleteYou are correct Gayanee. Current nursing research continues to utilize Maslow’s Hierarchy as a model of what motivates individuals. Recent articles have applied Maslow’s hierarchy to patients; mental health nursing ; home health care nursing; and the productivity, motivation, and job satisfaction of nurses themselves (Stilton et al,2011).Irrespective of the area or industry you focus on, the Motivation on individuals will still be the same.
DeleteDear Akila,Even though there are so many criticisms on Maslow’s hierarchy theory it produce a great deal of factors regarding the motivation of the employees of the organization. You have critically shown these areas of Maslow’s hierarchy theory and its applicability throughout the assignment. Maslow’s hierarchy of needs been criticized due to the methodology which took place and where he assume that lower need must be satisfied and fulfilled before a person can achieve their potential and self-actualize (McLeod, 2007).
ReplyDeleteYou have a valid point Charith. Due to the methodology which took place in Maslow's need theory, it would have being criticized. Since we are dealing with different individuals, there can be many ways on behavioral aspects of individuals that we have to consider, as each human being is different to the other. There might be components of each level that differ between what seems to be more important for introverts and for extroverts. For example, at the level of love and belonging, for an introvert, it might seem to be more important how they personally identify with a group, while for an extrovert, it might seem to be important how they are valued by the other members of the group. (Huitt, 2007).So in a practical scenario, this can still be valid which contradicts with the Maslow’s findings.
DeleteGreat piece of work Akila, very informative and find it interesting. Nevertheless, as per (Fallatah & Syed, 2018,p.37) the wide popularity and applicability of Maslow’s theory is attributed to its simplicity and ease of application. However, counter-evidence paved the way for criticism. Thus, this section aims to shed light on some of these limitations namely;
ReplyDelete- Deprivation/domination,
- Gratification / Activation
- Self-Actualisation
I agree with you as well Bernadine.A key criticism directed at Maslow’s proposition is regarding deprivation/domination (Berl et al. 1984; Wahba and Bridwell 1976; Wicker et al. 1993). This proposition states that a greater or increased deprivation would lead to a greater or increased strength in a need. However, many reviewers of this proposition could not find evidence of it (Berl et al. 1984; Wahba and Bridwell 1976).
DeleteAnother proposition that Maslow made is that of gratification/activation, which indicates that a satisfied or gratified need would prompt the activation of the next need (Van Raaij and Wandwossen 1978; Wahba and Bridwell 1976). However, studies that used this operationalisation yielded inconclusive results (Berl et al. 1984; Wahba and Bridwell 1976). Te longitudinal research of Hall and Nougaim (1968) and of Lawler III and Suttle (1972) found no correlation between the gratifcation of a certain lower need and the strength of the other need.
The Self-actualization Need Complex: - There seems to be confusion and criticism surrounding the motivational suitability of the self-actualization need. The first doubt relates to concern that the concept is ill-defined and based on sheer wishful thinking on what an employee should be like (Fallatah & Syed,2018)
In the modern context service oriented organizations such as bank, continuously seek ways to motivate their employees since service is provided by people. The quality of service determines the institutions market share within the industry. and Maslow's hierarchy theory has been successfully applied to motivate their employees in a human resource management perspective although the theory itself is based on a psychological perspective by study of human behavior.(Jerome,2013)
ReplyDeleteThe theory applies in step by step approach reaching to the of Maslow's pyramid towards "self actualization" as per Armstrong and Taylor, (2014). however, the blog comprehensively discusses the facts that are truly relevant to its title.
Thank you for your comment Chaminda. With the exposure in to banking & having experienced the motivational tactics which has implemented by the HR team of where I am employed at, I see it really goes hand in hand with the Maslow’s theory. Every person is capable and has the desire to move up the hierarchy toward a level of self-actualization. Unfortunately, progress is often disrupted by failure to meet lower level needs. Life experiences including divorce and loss of job may cause an individual to fluctuate between levels of the hierarchy (McLeod,2007).So this situation is quite common among the employees.
DeleteThe model gives us greater insights to the work we do and how it contributes to the motivation of employees is overwhelming as it is clearly illustrated in your blog. For further knowledge enhancements it is advisable to associate other models of motivation as well in order to have a broader perspective. Few models have been identified by Safakali & Ertanin (2012, p 629) and given below the comparison of factors motivate employees as per different models.
ReplyDeleteAbraham Maslow’s “Hierarchy of Needs Theory” advocates that once reached a basic level, a person can be motivated to access the next level. Physiological needs are at the bottom of this scale while Self Actualization is at the top.
According to Herzberg, positive hygiene factors are accepted as they are by the employees and this can be motivating but not necessarily at all times.
McClelland and Alderfer’s Motivation Theories work similar to Abraham Maslow’s Theory of Hierarchy of Needs. Satisfying the needs for motivation follows jumping to new level of motivation.
Vroom’s Awarding Expectation and Fair Awarding Systems theory states that if the expectations are positive for performance growth the employees will be more diligent and work more intensive with elevated motivation.
Agree with you Amal, Since the basis of my blog was about Maslow's Hierarchy of needs, the article was constructed only on the same as I did not want to deviate the core. Motivation is psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort and a person’s level of persistence” (Jones & George 2008). Motivational theories, especially employees’ motivation theories, might be broad in quantum, vary in nature and differ in meaning. Be it Maslow’s Hierarchy of Needs, Herzberg’s two-factor theory, Vroom’s Expectancy theory;all of them share some common traits, which are for example, that motivation can arise from intrinsic (internal) factors or extrinsic (external) factors and the theories so far have proved the outweighed value of intrinsic motivators from an individual’s perspective rather than the extrinsic ones (e.g. money) as we have normally assumed (Nguyen,2017).
DeleteHi Akila,
ReplyDeleteThis is very interesting and comprehensive analysis of Maslow’s need theory. It is very important to keep in mind that application of this theory is not depend only on levels of the employees at organizational structure but its vary industry to industry as well. The way we have applied it to banking sector can’t be used as it is for IT sector. For example, among information technology professionals, the model was used to demonstrate that money itself is not sufficient motivator for IT professionals and thus their motivation can be highly improved and perfected by the provision of those needs advocated by Maslow and in particular the self-esteem need (Santosus 2004).
Agree with you Suresh.As per the reply I made on Gayanee's comment,Recent articles have applied Maslow’s hierarchy to patients; mental health nursing ; home health care nursing; and the productivity, motivation, and job satisfaction of nurses themselves (Stilton et al,2011).This portraits the application among the same industry yet on different sections.And when it comes to behavior of Individuals,there might be components of each level that differ between what seems to be more important for introverts and for extroverts.So the Application depends on the nature of the Sample still the base remains as it is.Since I have a Banking background the the experiential learning was limited to same.
DeleteHi Akila, great peace of work. Accordingly Maslow (1943, 1954) stated that people are motivated to achieve certain needs and that some needs take precedence over others. Our most basic need is for physical survival, and this will be the first thing that motivates our behavior. Once that level is fulfilled the next level up is what motivates us, and so on.
ReplyDeleteYour understanding about the Maslow’s Need theory is correct Mohan.Not only that,one of the Psychometric tests of the scales conducted on the same have proved that there is a significant positive correlations among the scales were also found; that is, the more each lower-level need was satisfied, the more the next higher-level need was satisfied (Taormina,2013)
DeleteHi Akila, it is great that you have attractively described about the Maslow's hierarchy of needs and employee motivation. It is noted in your blog that motivational factors play a important role in increasing employee job satisfaction. This will result in improving organizational performance to increase the high productivity. High productivity is a long term benefits of employee motivation.
ReplyDeleteIt is obvious that most well-known theory of motivation is Maslow's need hierarchy which is based on the human needs. I believe that this theory has a made a significant contribution in the field of organizational behavior and management especially in the area of employee motivation.
The hierarchy of needs theory is relavant to any organization as the theory is applicable to organizational orientation and employee motivation (Greenberg & Baron, 2003).
According to Maslow, the human needs follow a definite sequence of domination. The second need does not arise until the first is reasonably satisfied, the third need is does not emerge until the first two needs have been reasonably satisfied and it goes on. The other side of the need hierarchy is that human needs are unlimited. However, Maslow's need hierarchy theory is not without its detractors. Maslow's need hierarchy theory has received wide recognition, particularly among practicing managers. This can be attributed to the theory's intuitive logic and easy to understand.
Thanks for your comment Udeni. You are absolutely correct. Malsow’s hierarchy of needs, Employee motivation, positive job performance, higher employee productivity, Achieving Organizational goals, all are interconnected & depended on each other. The real assets of the organizations are employees (Mohsen et al., 2004) and it’s considered as the engine of any company. There is a growing need to have staff doing their jobs properly and the organization gets the required output from employees. To achieve those objectives, we need employee who has a real desire to perform their duties as well as has stimulus and incentive to attain the required goal. In order to make employees satisfied and committed to their jobs, effective motivation at the various levels in the organization is strongly needed (Tella et al., 2007). Mohsen et al. (2004) suppose that employee motivation and commitment is very important for an organization’s success. Therefore It is really essential to select a best theory to motivate employees & apply it practically depending on the structure of the company.
DeleteAkila, very well described as to how Maslow’s Theory could impact on an employee’s behavior/motivation that could prove the ideal foil for any organization looking to progress. However, many organizations/employers pay little or no attention to the organizational culture, especially when there is change in leadership. Therefore, in the pretext of applying the Maslow’s Theory in practice there is a tendency to ignore the organizational culture that is detrimental to the organization. Organizational culture is pivotal in the creation of the ambiance that enables the people in the organization (every one of them) to make best use of their potential and realize their potential for theirs as well as for the organization’s benefit (Koustelios and kousteliou, 2001)
ReplyDeleteSaliya, you have highlighted the importance of an organizational culture and how carefully we need to manage the same when applying the need theory across the board. Organizational culture is a complex network of values and norms that guides an individual’s behaviors. It involves a set of beliefs, values, assumptions and experience that are acquired through learning, socializing and sharing by members of social unit such as people in the organization (Rousseau, 1990). The cultural framework of the organization should reflect the fact that employees’ physiological and security needs are paramount; therefore, when such needs became culturally focused, performance will be improved tremendously in that organization (Maslow, 1954). This argument implies a reversed effect that if the need is not culturally focused on, the performance standard will not be met.
DeleteHi Akila , Well explained and interesting Blog on Maslow’s Hierarchy of Needs and Employee Motivation .Clearly clarified Experiential Learning outcomes comparison with banking Organization . Maslow’s Hierarchy of Needs focuses attention on the various needs that motivate people and the notion that a satisfied need is no longer a motivator. The concept of a hierarchy has no practical significance as well (Armstrong and Taylor , 2014) .
ReplyDeleteI partially agree with your comment Kasun.It is ture that Maslow’s Hierarchy of Needs focuses attention on the various needs that motivate people and the notion that a satisfied need is no longer a motivator. In the other hand the physiological needs are the highest priority because until they are reasonably satisfied, other higher-level needs will not emerge to motivate behavior (Kritsonis, 2002).But in an organization, there is a hierarchy where employees are placed in a certain structure an organization like a a bank will definitely have this model. So we can not 100% say that the concept of a hierarchy has no practical significance.
DeleteHi Akila, Well explained with the contemporary version but this theory has many criticism. Managers from
ReplyDeletehigher echelons of organisations are able to satisfy both their growth and deficiency needs lower level managers are able to satisfy only their deficiency needs on the job. Maslow’s theory has not received a great deal of support with respect to specific notion it proposes (Greenberg &Baron 2003, p195).
Yes Ruwanga. Even I have highlighted there had being many criticism around the Maslow’s theory. According to your argument I believe there is a responsibility with the HRM team of an organization to eliminate this disparity. Robbins and Judge (2009) sum up human resource management by five key concepts: motivating, disciplining, managing conflict, staffing and training. Similarly, Storey (1992) describes the five functional areas of human resource management as staffing, rewards, employee development, and employee maintenance and employee relations. So if they could analyze the diversity of their Human resource and such concerns the hierarchy, by implementing the most appropriate HRM strategy they could certainly bridge those gaps in the system.
DeleteDear Akila . You have touch all areas of the theory.Further Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid.The most significant limitation of Maslow's theory concerns his methodology. Maslow formulated the characteristics of self-actualized individuals from undertaking a qualitative method called biographical analysis.
ReplyDeleteYour understanding is correct Shantha. Maslow offers the following description of self- actualization: 'It refers to the person’s desire for self-fulfillment, namely, to the tendency for him to become actualized in what he is potentially. By studying 18 people he considered to be self-actualized (including Abraham Lincoln and Albert Einstein) Maslow (1970) identified 15 characteristics of a self-actualized person. Characteristics of self-actualizers:
Delete1. They perceive reality efficiently and can tolerate uncertainty;
2. Accept themselves and others for what they are;
3. Spontaneous in thought and action;
4. Problem-centered (not self-centered);
5. Unusual sense of humor;
6. Able to look at life objectively;
7. Highly creative;
8. Resistant to enculturation, but not purposely unconventional;
9. Concerned for the welfare of humanity;
10. Capable of deep appreciation of basic life-experience;
11. Establish deep satisfying interpersonal relationships with a few people;
12. Peak experiences;
13. Need for privacy;
14. Democratic attitudes;
15. Strong moral/ethical standards.
The culture of an organization is sometimes dynamic in nature, particularly after doing effective strength and weakness analysis, out of which can be eliminated and advantages retained and strengthened (Shumen, 2009).The cultural framework of the organization should reflect the fact that employees’ physiological and security needs are paramount; therefore, when such needs became culturally focused, performance will be improved tremendously in that organization (Maslow, 1954). This argument implies a reversed effect that if the need is not culturally focused on, the performance standard will not be met.
ReplyDeleteAgree with you Dilshani. Organizational culture is a multifarious network of values and norms that directs an individual’s behaviors. It comprises a set of beliefs, values, assumptions and experience that are attained through learning, mingling and sharing by members of social unit such as people in the organization (Rousseau, 1990).Therefore any organization which consider the culture is vital and provide more prominence to satisfy the basic needs of employees, the strategies lay down to motivate employees become more effective.
DeleteThis was a nice read Akhila. The individual who is motivated by achievement aspires to advance his/her own personal development, improvement and excellence by tak-ing difficult and competitive tasks and assignments. Principal theory of motivation postulates that an employee is motivated by the three basic needs: achievement, power and affiliation. This need for power means that employees are potentially motivated when allowed to be in full control to lead, direct and control their own environment and destiny(Fallatah and Syed, 2017).
ReplyDeleteI agree with you Sheriff. Employee empowerment has been promoted by organizations as a way to increase motivation (Kaplan & Norton 1992, 1996).This is exactly the way of allowing employees to be in full control to lead, direct and control their own environment and destiny .Empowerment gives employees a feeling of control, efficiency and impact. It produces a sense of freedom in making selections and the ways how to work, and work involvement; the feeling of accountability and the ability to carry out work in a pleasing manner; and the feeling of achievement when the task is accomplished within expectations and with desired outcomes.
DeleteExternal motivation is the motivation that represents the driving force in organizations. The importance of which has been understood more with the human factor, motivation is a concept that has been known since ancient times but has begun to be studied in the period after the classical management approach.Conceptual models and important empirical evidence also show that motivation is one of the main determinants of success (Hunter & Schmidt, 1996).Therefore, the modern-day organization managers need to understand the motivation how and create a culture of the organization with a level of motivation in which employees are always more productive (Sekhar et al.2013)
ReplyDeleteHi Tharindu,I totally agree with your perspective. There are numerous ways to motivate employees in today’s working setup. Companies globally have been using diverse strategies and approach in order to improve employees’ motivation. However, it seems that the best motivator for employees is something that is certainly essential in their lives. Furthermore, different people might have different values and approaches and, therefore, being able to apprehend employees’ needs and using proper motivating methods can help increase the level of motivation (Gleeson 2016)
DeleteHi Akila,You have well described the link between the Maslow's Hierachy of need with Employee motivation. And your blog is having proper flow until the end .The human mind and brain are complex and have parallel processes running at the same time, thus many different motivations from various levels of Maslow's hierarchy can occur at the same time.Motivational factors play an important role in increasing employee job satisfaction. This will result in improving organizational performance. High productivity is a long term benefits of employee motivation. Motivated employee is a valuable asset who creates value for an organization in strengthening the business and revenue growth. Motivation is going to work if the right person with suitable skills is made responsible for the job or otherwise it will be the wastage of resources and time, and will lead to job dissatisfaction(Global Journal of Management and Business Studies,2013).
ReplyDeleteI fully agree with you Maheshika.The actual assets of the organizations are employees (Mohsen et al., 2004) and it’s considered as the engine of any company. There is a growing need to have staff doing their jobs appropriately and the organization gets the requisite output from employees. To achieve those objectives, we need employee who has a real desire to perform their duties as well as has stimulus and incentive to attain the required goal.This is where the employee motivation comes in to plat and the Maslow's hierarchy of needs explains a method of identifying what motivates people in each level of the organization according to their respective needs.
Delete@Akila Jothirathna Herzberg in 1959 and 2003 with his fellow researchers , emphasized that human motivation is based on a certain attitude towards his external stimuli, in this context as an Employee. Further, these variables were studied “as needs as animals to avoid pain and needs as humans to grow psychologically” which formed the Two Factor Theory at latter stages. This model eliminates the criticism on Marslow’s Need Theory to a certain extent , where people and situations were considered equal (House & Widgor,2006,p.1;Graham & Messner ,2000) .
ReplyDeleteAgree with you Kasun.Two-Factor Theory is closely related to Maslow's hierarchy of needs but it presented more elements to measure how individuals are motivated in the workplace. This theory reasoned out that meeting the lower-level needs (extrinsic or hygiene factors) of individuals would not motivate them to exert effort, but would only preclude them from being dissatisfied. In order to motivate employees, higher-level needs (intrinsic or motivation factors) must be supplied. The implication for organizations to practice this theory is that meeting employees’ extrinsic or hygiene factors will only prevent employees from becoming actively dissatisfied but will not motivate them to contribute additional effort towards better performance. To motivate employees, organizations should focus on supplying intrinsic or motivation factors (Robbins, 2009).
DeleteWell described blog about Marslows' Needs theory. To understand the level of employee motivation and serve accordingly it is important to d performance reviews. The performance reviews to keep employees motivated and performing well include periodic, regular, honest and objective feedback to the employee (Collins 1998, and Cooper,1998). It will help HRM to understand the changing motivational factors of employees.
ReplyDelete