Motivation Through Maslow's Hierarchy of Needs Theory
Figure 1.0: Maslow’s Hierarchy of Needs
(Source: Saul L 2018)
Organizational & Managerial Applications of Maslow’s Need theory
The greatest value of Maslow’s need theory is the practical implications it generates for the Management of an organization (Greenberg & Baron 2003 p.195). The rationale behind the theory is that it enables managers to suggest on how to make the employees or subordinates become self-actualized since the self-actualized employees are likely to work at the maximum creative potentials (Kaur, 2013). From a motivational point of view, Maslow’s needs theory explains that a need can never be fully met, but a need that is almost fulfilled does no longer motivates (Ajang, 2007). Hence identifying where the employee is on the hierarchical pyramid is essential in order to motivate him/her (Robbins, 2001).
Ø According to Maslow any employee is motivated first to satisfy the basic physiological needs such as food, drink, air, clothes and shelter. As long as the employee remains unsatisfied they turn to be motivated only to fulfill them (Ajang, 2007). Organizations provide a reasonable salary to employees to fulfill the main requirements. “Man is a wanting Animal” (MacGregor, 2003), further MacGregor explained that when a human is satisfied with one need another will appear. Hence a human should satisfy his basic physiological needs before he even think of social, security, esteem or self-actualization (MacGregor, 2003).
Ø Employees moves “up” the hierarchy and seek for security needs once the physiological needs are satisfied and they cease to act as primary motivational factors (Armstrong, 2014). This refers to the need for a secure working environment free from any threats or harms. The rationale is that employees working in an environment free of harm do their jobs without fear (Ajang, 2007). Managers could motivate the employees by providing financial security. It is an important type of safety need for organizations to motivate employees.
Ø After physiological and safety needs have been fulfilled, the third level of human needs is the social need which involves the feelings of belongingness. The need for interpersonal relationships motivates the employee behavior (Kaur, 2013). Examples include friendship, intimacy, trust, acceptance, affiliating and being part of a group (family, friends, work). Managers could provide opportunities for employees to feel the spirit of working as a team which tends to increase the performance.
Ø Esteem need includes self-esteem through personal achievement as well as social esteem through recognition and respect from others (Abbah, 2014). Recognizing and awarding employee’s accomplishments is an important way to make employees satisfy their esteem needs. However according to Greenberg & Baron (2003) awards are effective only when it is linked to desired behaviors.
Ø At the top of the hierarchy is the self-actualization, which represents the need for self-fulfillment – a sense that one’s potential has been realized (Abbah, 2014). According to Armstrong (2014) the need for self-fulfillment however can never be satisfied.
Criticisms of Maslow’s Need Theory of Motivation
Maslow’s needs theory suggests that if people grew up in an environment in which their needs are not met, it is very unlikely that they will function healthy and as well adjusted individuals (Kaur, 2013). However the most serious limitation of Maslow’s needs hierarchy is its assumption that everyone has the same needs hierarchy (Abbah, 2014). Nadler & Lawler (1979) cited in Graham & Messner (2000, p.198) were also critical of the need theory of motivation and argue that the theory makes unrealistic assumptions about employees such as (a) all employees are alike (b) all situations are alike and (c) that there is only one best way to meet needs. According to Graham & Messner (1998, p.196) these are not theories of motivation, but rather theories of job satisfaction.
Ø All employees are being paid with a salary
which is reviewed yearly in keeping with the industry benchmarks to meet the
basic physiological needs. Remuneration structures are unbiased and comprise guaranteed pay and
performance-based variable pay.
Ø In addition to the guaranteed pay the bank provides special loan schemes at low interest rates such as housing loans, vehicle loans, loans for education, personal loans, sundry loans and family health insurance covers in order to uplift the employee and the family’s livings standards. This satisfies the safety need, the second hierarchy.
Ø Further the banks do consider the need of its employee’s feelings of belongingness. Togetherness and team spirit are fostered through the events organized, some of such being celebrating religious events of all religions such as Vesak, Ramadhan, Thai Pongal, Christmas, staff trips including families, kiddies party and the annual dinner dance. Further annually a program titled as ‘Young Talent Within’ to recognize the academic and extracurricular achievement of the children of the employees is being organized. Bank believes strongly not only in engaging the employees but their families as well since the family nucleus itself will go towards producing a happy and an engaged employee.
Ø Recognizing and rewarding the achievers is one of the primary events in the bank that
I 'm employed. Annually the ‘Retail Banking
Awards’ ceremony is being held to recognize those who achieved beyond the expectations. Furthermore the bank also recognizes those employees
for the special skills and commitments they have shown in non –job related areas.
A recognition ceremony is being held annually to appreciate and reward the
employees who represented the Bank in the mercantile arena, Toastmasters, the
very own music group and the talented photographers.
Ø In addition to the above the bank rewards its
Leadership Team with the benefit of owning luxury vehicles for their esteem and
self-actualization needs of which the cost is born by the bank.
References
Abba, M.T. (2014). Employee Motivation: The Key to
Effective Organizational Management in Nigeria. Journal of Business and
Management. Volume 16, Issue 4
Ajang, P.E (2007). Assessing the Role of Work Motivation on
Employee Performance, Umea School of Business
Armstrong, M.
(2014) Armstrong’s Handbook of
Human Resource Management Practice.
13th Edition
Greenberg J &Baron A.R (2003) “Behaviour in Organizations”, Prentice Hall, Vol. 8, pp.188-215
Kaur,A. (2013). Maslow’s Need Hierarchy Theory:
Applications and Criticisms. Global Journal of Management and Business Studies.
Volume 3, Number 10 (2013), pp. 1061-1064
I would like to add this; Maslow's hierarchy of interests has an intelligent appeal and has become very popular. However, it has not been confirmed by empirical research by Wahaba and Bridwell (1979) and has been criticized. For its rigidity - the assumption that different people can have different priorities and that everyone has the same needs is invalid. It is difficult to accept that the hierarchy is progressive, and Maslow himself doubted the validity of a highly ordered hierarchy. However, he stressed that higher-level needs were more important (Armstrong, 2014, 172).
ReplyDeleteNadler & Lawler (1979) were also critical of the need theory of motivation and argue that the theory makes unrealistic assumptions. According to Graham & Messner (1998) it is argued these are not theories of motivation, but rather theories of job satisfaction
DeleteAccording to McLeod (2020), the way Maslow’s theory is explained relies on the fact that (a) human beings are motivated by a hierarchy of needs.(b) needs are organized in a hierarchy of prepotency in which more basic needs must be more or less met (rather than all or none) prior to higher needs.(c) the order of needs is not rigid but instead may be flexible based on external circumstances or individual differences.(d) most behavior is multi-motivated, that is, simultaneously determined by more than one basic need.
ReplyDeleteMaslow (1943, 1954) stated that people are motivated to achieve certain needs and that some needs take precedence over others.Maslow also noted that the order of needs might be flexible based on external circumstances or individual differences.
DeleteGerard Hodgkinson, a psychologist at Warwick Business School, stated when the needs are analyzed, they don’t drop out, but the actual structure of motivation doesn’t fit the theory. This has led to many discussion and debates, and new theories evolved consequently. One such theory is ERG Theory introduced by Clayton Alderfer an American psychologist, in 1972. He coupled the 5 needs to 3 as Existence, Relatedness and Growth. This states that human beings need to be satisfied in all three areas, if that's not possible then their energies are redoubled in a lower category. So, for example, if it is impossible to get a promotion, an employee might talk more to colleagues and get more out of the social side of work (Kremer, W & Hammond, C, 2013).
ReplyDeleteHi Sonali,further adding to the ERG theory, Wanous and Zany (1977) conducted a study that supported the integrity of ERG categories. Assessing the relationship between need satisfaction, importance, and fulfillment, they found that need fulfillment moderated satisfaction and importance. In other words, the importance of the need was based on the manner of its fulfillment.
DeleteHi Himasha, Undoubtedly creating and maintaining motivation of is one of the most important management factors in today's world. This is applicable towards development, progress and productivity of any organization. Moreover, another important contributor to the content perspective on motivation is David McClelland (1961,1983) who developed McClelland's Learned need theory, he posited that people learn some of their needs through life experience , they are not born with the needs and McClelland's addresses important workplace needs divided into three categories as follows: (Beaufort B .Longest, 2015)
ReplyDelete1.Need for Achievement
2.Need for Power
3.Need for belonging
Hi Ebrahim , adding further McClelland focused his attention on only need for Achievement, the need for Affiliation, and the need for Power. In essence, McClelland’s theory postulates that people are motivated in varying degrees by their need for Achievement, need for Power, and need for Affiliation and that these needs are acquired, or learned, during an individual’s lifetime (Daft, 2008; Lussier & Achua, 2007). In other words, most people possess and will exhibit a combination of three needs.
ReplyDeleteIn addition to your article, another Criticisms of Maslow’s Need Theory of Motivation is that the According to the Maslow (1943), person must satisfy lower level need to go for a higher need.Needs are not in a staircase hierarchical way and can be activated more than one need at a same time (Zimmerman, 2019).
ReplyDelete