Motivation Theories

 Maslow’s Hierarchy of Needs

Employees collaborate passionately to accomplish exceptional outcomes with improved organizational culture, and they are the heart of any productive and successful firm (Gignac & Palmer, 2011). According to Mulwa (2008), 'Abraham Maslow's theory of needs is especially constructed on the premise that human conduct is essentially motivated by the straightforward desire to fulfill certain human wants in society.' The idea places the greatest focus on how requirements might change with the passage of time and environmental factors (McGregor, 2017). According to Iguisi (2009), 'Maslow's theory illustrates the employee's motivation through the stimulus and reinforces the action.'

Figure 1.0 : Maslow’s Hierarchy of Needs

Maslow developed a five-stage theory that categorizes individual needs into separate groups and prioritizes the accomplishment of those requirements, as seen in the illustration below figure 1.0, which is based on the fundamental physical, biological, social, and psychological needs of humans (Jerome, 2013).

 

(Source : Jerome, 2013)

Implications of Maslow’s Hierarchy Theory of Needs in Practice

I work in a diversified conglomerate organization that is in diverse industry sectors like travel & tourism, hospitality, plantations, maritime & logistics and garments.  

· Physiological Needs: - The employee is under a lot of stress, which can lead to a lack of commitment and satisfaction with the job (Saleem & Gopinath, 2015; Kuzey, 2018).

E.g:- The organization has no comfortable working environment, no expected rewards (worth salary), and does not provide any rest time to reduce employee stress. However, the organization provides essential facilities free of charge (e.g;- a tea making facility, water dispensers).

·  Safety Needs: - The organization must follow labor rules and regulations in order to motivate employees and make people feel safe while performing duties (Kaur, 2013). The sense of safety keeps motivated employees performing best in the organization (Faye, K & Long, Y 2014).

E.g:- In the organization, there is an emphasis on health and safety in the working environment, and the employees are in a safe zone. (e.g., provide worker's compensation, notify health and safety guidelines, and have fire extinguishers on the floor.)

· Social Needs: - Managers should be aware of the employees' work life balance and provide freedom and flexibility to boost motivation (Faye et al, 2014). According to Mulwa (2008), stated that 'people tend to worry about belonging to the social group whether employee can love and be loved in the society when feel reasonably safe'. 

E.g:- The organization already allows employees to work from home, so achieving the social needs can be tricky. The organization could use communication tools like Microsoft Teams, Skype, or Zoom to socialize and collaborate with employees and other stakeholders. Further, the organization should perform sports events, annual trips, and outbound training to enhance the social skills of employees.

· Esteem Needs: - When people meet the social needs, people focus on matters of reputation, self-esteem, prestige, self-worth, self-respect, and status, among others, which gives strong confidence to participate in activities and improve living conditions in various communities (Onah, 2015).  

E.g:- The organization should have a transparent performance appraisal system, recognize and award employees, and provide overseas training and tours. Further, the company should conduct a social recognition program to celebrate employees’ achievements, which will increase employee's self-confidence and motivation. 

· Self-Actualization: According to Onah (2015), 'people require self-actualization to enable them to be innovative in society’ 

E.g:- for instance, the business should hold frequent HR and manager talent planning meetings, engage staff in career discussions, and provide fast-track management programs with the goal of promoting self-actualization.

In a global context, for example, Google offers free gourmet food in its cafeteria, a nutritionist, a fitness center, and yoga classes (Google perks, 2007). Further, the organization offers subsidies for massages, nap pods, video games, football, and ping pong games to motivate employees while they work (Choudhary, 2014).

All Toyota employees are satisfied with their lower-level needs, are well paid by the company, have secure jobs, and work in a safe environment (Liker, 2004). In the organization, there are no private parking facilities, private cafeterias for managers, private offices, or private secretaries, and all staff should wear the company uniform, be called by the employee’s first name, and have access to childcare and recreational facilities (Besser, 1995).

Mother Teresa thought that to achieve self-actualization, one must attend to one's basic needs and have consent to be in one's most private spaces (McLeod, 2014).

When a human is fulfilled with one need, a new one will always arise, according to MacGregor (2003). Even if a person meets all of the aforementioned wants, life will still be unsatisfying to them (Adiele & Abraham, 2013).

References

✔. Adiele, E & Abraham, N 2013, Achievement of Abraham Maslow's Needs Hierarchy Theory. Journal of Curriculum and Teaching, Vol. 2(1), pp. 140-144

      ✔. Besser, T 1995, 'Rewards and Organizational Goal Achievement', A case study of Toyota Motor Manufacturing in Kentucky, Journal of Management Studies. pp. 383-399

      ✔. Choudhary, A 2014, 'Four Critical Traits of Innovative Organizations',  Journal of Organizational Culture, Communication and Conflicts

      ✔. Essounga, Y 2018, 'Google’s Secret to Motivating their Employees Successfully', Journal of Strategic and International. ISSN 2326-3636, Vol. 7, Number 3.

      ✔. Facebook Press Room, 2017, (Online). Viewed on 30 October 2022 <http://newsroom.fb.com/company-info/>

      ✔.Faye, K & Long, Y 2014, 'The impact of job satisfaction in the relationships between workplace politics and work-related outcomes and attitudes', evidence from organizations in Senegal. International Journal of Business and Management, Vol. 9(5), pp. 160-168.

      ✔.Gignac, G & Palmer, B 2011, 'The Genos Employee Motivation Assessment. Industrial and Commercial Training', Vol. 43, No 2, pp. 79-87

      ✔.Google Perks, 2007, June 1. 'Corporate Meetings & Incentives', 26(6).

      ✔.Iguisi, O 2009, 'Motivation- Related Values across Cultures', African Journal of business management, vol.3 (4), pp.141-150.

       ✔.Jerome, N 2013, 'Application of the Maslow’s Hierarchy of Needs Theory: Impact and implications on Organizational Culture', Human Resource and Employee’s Performance. International Journal of Business and Management, Vol. 2, Issue 3, pp. 41-2.

 ✔.Kaur, A 2013, 'Maslow’s Need Hierarchy Theory: Applications and Criticisms', Global Journal of Management and Business Studies, Vol. 3, No 10, 2013, pp. 1061-4.

✔.Liker, J 2004, 'The Toyota Way: 14, Management Principles from the World’s Greatest Manufacturer, Madison, Wisconsin, USA: McGraw-Hill'.

✔.Mcleod, S 2014, 'Maslow’s Hierarchy of Needs', simply psychology (online). Viewed on 30 October 2022 < https://www.simplypsychology.org/maslow.html>

✔. MacGregor, D 2003, 'The Human Side of Enterprise. In: M. J. Handel, ed'. The Sociology of Organizations. 1st ed. California: SAGE Publications, pp. 108-115

✔.Mulwa, F 2008,  'Demystifying Participatory Community Development', Nairobi: Paulines Publications Africa.

✔.Onah, F 2015, 'Human Resource Management', Enugu: John Jacob’s Classic Publishers Ltd, 4th Edi.

✔.Saleem F, Malik, M & Qureshi, S 2021, Research Article of 'Work Stress Hampering Employee Performance during COVID-19 (Online)', Viewed 30 October 2022 < https://www.frontiersin.org/articles/10.3389/fpsyg.2021.655839/full>

✔. Uysal, H, Aydemir, S & Genc, E 2017, 'The Book of Researches on Science and Art in 21^st Century Turkey, Ed'. Vol. 1, Chapter 23, pp. 211-227 (Online), Viewed 27 October 2022, < https://www.researchgate.net/publication/321267309>