How does maslow's hierarchy of needs affect motivation?
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Answer:
What is Maslow's Hierarchy of Needs Theory
The psychologist Abraham Maslow developed a theory that suggests we, humans, are motivated to satisfy five basic needs. These needs are arranged in a hierarchy. Maslow suggests that we seek first to satisfy the lowest level of needs. Once this is done, we seek to satisfy each higher level of need until we have satisfied all five needs.
While modern research shows some shortcomings with this theory (for example, a lack of empirical evidence for some conclusions), Maslow’s Hierarchy of Needs Theory remains an important and simple motivation tool for managers to understand and apply.
The Hierarchy of Needs is as follows:
1. Physiological Needs (basic issues of survival such as salary and stable employment)
2. Security Needs (stable physical and emotional environment issues such as benefits, pension, safe work environment, and fair work practices)
3. "Belongingness" Needs (social acceptance issues such as friendship or cooperation on the job)
4. Esteem Needs (positive self-image and respect and recognition issues such as job titles, nice work spaces, and prestigious job assignments.)
5. Self-Actualization Needs (achievement issues such as workplace autonomy, challenging work, and subject matter expert status on the job)
How to Apply Maslow's Theory to the Workplace
Lower Level Needs
With Maslow’s theory, an employee’s beginning emphasis on the lower order needs of physiology and security makes sense.
Generally, a person beginning their career will be very concerned with physiological needs such as adequate wages and stable income and security needs such as benefits and a safe work environment. We all want a good salary to meet the needs of our family and we want to work in a stable environment.
Employees whose lowest level needs have not been met will make job decisions based on compensation, safety, or stability concerns. Also, employees will revert to satisfying their lowest level needs when these needs are no longer met or are threatened (such as during an economic downturn).
Once these basic needs are met, the employee will want his "belongingness" (or social) needs met. The level of social interaction an employee desires will vary based on whether the employee is an introvert or extrovert. The key point is that employees desire to work in an environment where they are accepted in the organization and have some interaction with others.
This means effective interpersonal relations are necessary. Managers can create an environment where staff cooperation is rewarded. This will encourage interpersonal effectiveness.
Higher Level Needs
With these needs satisfied, an employee will want his higher level needs of esteem and self-actualization met. Esteem needs are tied to an employee’s image of himself and his desire for the respect and recognition of others.
Cross-training, job enrichment, and special assignments are popular methods for making work more rewarding. Further, allowing employees to participate in decision making on operational matters is a powerful method for meeting an employee’s esteem needs. Finally, symbols of accomplishment such as a meaningful job title, job perks, awards, a nice office, business cards, work space, etc. are also important to an employee’s esteem.
The important consideration for managers is that they must provide rewards to their employees that both come from the organization and from doing the work itself. Rewards need to be balanced to have a maximum effect.
Finally, while work assignments and rewards are important considerations to meeting employee esteem needs, workplace fairness (equity) is also important.
With self-actualization, the employee will be interested in growth and individual development. He will also need to be skilled at what he does. He may want a challenging job, an opportunity to complete further education, increased freedom from supervision, or autonomy to define his own processes for meeting organizational objectives. At this highest level, managers focus on promoting an environment where an employee can meet his own self-actualization needs.
Conclusion
Finally, as you work to apply Maslow's Hierarchy of Needs Theory to your workplace, keep in mind that Maslow's Theory is always working in the background. It is not something that shuts off once you meet employees' needs.
For example, as you seek to meet objectives in the workplace, your employees will evaluate how well your objectives align with their needs. If you seek to meet an outcome that takes away a core need that your employees have (esteem for example), they will see your outcome as undesirable and they will resist working with you.
For this reason, finding ways to apply Maslow to the workplace is an ongoing duty. Resist the management trap of fix it and leave it.
Employee needs do change with time!
Answer:
In economics, a need is something needed to survive while a want is something that people desire to have, that they may, or may not, be able to obtain
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