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Title: Meeting employeee requirements: Maslow's hierarchy of needs is still a
reliable guide to motivating staff.
Material Source: Industrial Engineer Oct2011 Author:SADRI,GOLNAZ BOWEN, R. CLARKE.
Motivation relates to a range of psychological process that guide an individual toward a goal and cau that person to keep pursuing that goal. Motivation often is described in terms of direction (the choice of one activity over another), intensity (how hard an employee tries) and persistence (how long an employee continues with a behavior, even in the face of obstacles or adver circumstances). Motivated employees work harder, produce higher quality and greater quantities of work, are more likely to engage in organizational citizenship behaviors, and are less likely to leave the organization in arch of more fulfilling opportunities.
Competition by companies to attract the most talented individuals has given employees the power to demand more than just a reasonable wage or salary, and there is evidence that companies are starting to listen. A recent survey showed that salary had only a 20 percent impact on job satisfaction. Employe
es need a range of motivators in order to remain engaged in their work. In respon to this demand, employers are looking at how to satisfy their employees on both an extrinsic, financial level as well as an intrinsic, psychological level.
Rearch conducted by the Employee Benefit Rearch Institute (EBRI) found that in 2004, 92 percent of employer spending for total compensation was on wages and salaries; however, the following year spending on wages fell to 81 percent. In balancing monetary (extrinsic) and nonmonetary (intrinsic) incentives, companies u diver motivators ranging from competitive monetary compensation and health insurance packages to concierge rvices and nap times. The continuous endeavor is to be creative in designing a benefits package that attracts and retains quality employees.
梅花鹿的英文The theory of Maslow’s hierarchy of needs can be ud as a framework to identify the various benefits organizations can offer to satisfy their employees’needs and, in turn, increa revenues and reduce expens. Psychology professor Abraham Maslow’s theory, propod in 1943, identifies the five basic human needs that underlie all human activity.
Fundamental behavior
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Maslow’s hierarchy of needs is one of the fundamental theories of personal motivation. The theory can help organizations design programs to motivate their employees, retain employee loyalty, reduce turnover, recruit quality individuals and ultimately increa productivity and net income. A. Kinicki and R. Kreitner, in their book Organizational Behavior, identify and define the five basic human needs that compri Maslow’s hierarchy. The five human needs, prented in hierarchical order from the most basic to the most advanced, are physiological, safety, love/belonging, esteem and lf-actualization.
According to Maslow, each need has to be satisfied substantially in order for an individual to progress to the next level. Managers are able to motivate their employees by providing rewards that help satisfy the need that is operational and prevalent at any point in time. Once a need has been satisfied substantially, it ceas to be a motivator. Then, employees move to the next level in the need hierarchy and work on satisfying tho needs.
1. Physiological needs
Maslow defined the physiological need as the most basic. It includes the need for food, air, water and shelter as well as the need to be active, to rest and to sleep. The most obvious motivational item
in this category is monetary compensation, which includes wages and salaries, bonus, stock options and retirement plans. Wages and salaries make up about 80 percent of what companies spend to compensate their employees. Many individuals would list salary as one of the most important factors when considering a job. Money is a vital part of employees’reward packages and helps fulfill the bulk of their physiological needs. Food, clothing and a place to live can be obtained with the wage or salary a person earns.
Providing a comfortable work environment also helps satisfy physiological needs. Clean and fresh air to breathe and an ergonomic workspace, keyboard and mou can help employees perform without distraction and keep them motivated. Other benefits offered to satisfy employees’physiological needs are free or subsidized cafeterias, regular break times and break rooms stocked with drinks and food.
Many companies provide free food for their employees so that they are satisfied on this level and able to engage more fully in their workplace activities. For example, A. Lashinsky in Fortune describes Google’s 11 gourmet cafeterias at its Mountain View, Calif., headquarters where employees can eat for free. Other free (and subsidized) perks that companies provide include car washes, laundry and dry
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cleaning facilities, onsite gyms, exerci class, massages and discounts on company products. Providing perks for free or at a subsidy helps reduce employees’expens, which indirectly gives them more discretionary income to purcha other necessary items that help satisfy basic physiological needs and beyond.
缺席英语Another employee benefit that is becoming more important for companies to provide is a healthy work-life balance. Work-life balance is considered a physiological need since one needs to engage in enough nonwork activity and rest to have a healthy lifestyle. Increasingly, employees are considering work-life balance as an important goal and factor the potential for this into their decision of whether to work for a company. It is not uncommon for a job candidate to reject a job offer becau it did not include a good work-life balance. Most recruiters say work-life balance considerations are more important now than they were five or 10 years ago.
bec高级报名费In order to accommodate the work-life balance needs of potential employees and attract the best possible applicants, companies have developed greater levels of flexibility, offering programs like telecommuting, on-site fitness centers, on-site laundry facilities, flexible workweeks and hours, and the ability to work from home a few days a week. In addition, employees ek greater balance through vacation time and extra days off during the holidays to help them enjoy life outside of work,
have more balance in their lives and be more productive once they are back at the workplace.
2. Safety need
The safety need, as defined by Maslow, consists of the need to be safe from physical and psychological harm. As with physiological needs, wages and salaries help to provide a safe place to live, a basic need. Another factor that is as important as a safe place to live is a n of curity regarding an employee’s health (both physical and mental). According to a study by J. MacDonald from EBRI, corporate America spent $596.5 billion on health benefits in 2005. In prior decades, perhaps only the employee received health insurance. Today, it is expected that companies extend health coverage to family members. In addition, companies are providing disability and life insurance, which adds to the feeling of long-term safety and curity and helps build employee trust and loyalty.
北京华尔街英语Another major component ud to satisfy safety needs is the provision of retirement plans. Employees derive an overall n of long-term curity with the knowledge that they are able to provide for themlves during their retirement years.
The most popular and widely ud employer-sponsored plan is the 401(k), in which the employer ma
tches a portion of the employee’s contribution. Companies that do not provide a matching contribution find themlves at a disadvantage in attracting, hiring and retaining the most qualified individuals.
Finally, as a way to help with emotional and mental wellbeing, companies are providing employee assistance programs and counling rvices. The programs provide psychological curity through the u of qualified professionals who can be accesd through a confidential helpline (where employees call in to speak with trained counlors to help them with problems ranging from conflict and stress at the workplace to personality disorders and recovery from addiction) or face-to-face meetings with trained counlors who can help employees cope with their emotional difficulties.
trampoline3. love/belonging needs
The desire to love and to be loved is the third tier in Maslow’s hierarchy and includes the need for affection and belonging. Individuals who are looking to satisfy their love/belonging needs are likely to join or continue working at a company bad on the relationships and social support mechanisms they have established or potentially expect to establish there. Two important sources of social support for employees include co-workers and boss.
12的英文Cohesive teams benefit employers as well as employees. Teams are able to produce synergy (output that is greater than the sum of all the individual parts). Thus, a company can become more efficient and develop new and creative ideas by allowing employees to collaborate and work in teams. This is a win-win situation for the company since it also will help satisfy the belonging needs of its employees. Other programs that companies have implemented to meet the belonging need of employees are company luncheons, banquets, retreats, company-sponsored sports teams, clubs, mentoring and programs that allow employees to bring children and pets to work. In addition, open plan offices and break rooms where employees have opportunities to meet and interact with one another help satisfy belonging needs.
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4. esteem need
Maslow’s esteem need includes the needs for responsibility, reputation, prestige, recognition and respect from others. The, in turn, lead to lf-confidence and strengthen an employee’s motivation and productivity. Rearch has shown that lack of recognition from their direct supervisor is one of the main reasons employees
leave their jobs. Receiving recognition and prai are fundamental motivators across all levels of em
ployees. Recognition and prai help an individual know that people appreciate what that person has accomplished. Again, lf-confidence is strengthened and motivation is created for continued hard work. A study conducted by G. Graham at the Barton School of Business at Wichita State University found that 63 percent of American workers ranked recognition as a meaningful incentive.
assistant professorRearch also shows that many individuals will join or stay with a company to satisfy their esteem needs through a n of accomplishment in their work. Employees like to feel that their work contributes to establishing a good reputation for them. To help foster the feelings, companies can implement many simple and cost-effective programs. Providing business cards with the employee’s name and title produces an emotional appeal, a n of connection and pride in the organization. Many companies have started creating societies or prestigious groups that include the best technical professionals in order to keep their employees motivated.
Ambitious employees want to feel challenged and have opportunities to advance. They want a defined work role with distinct career possibilities. For the employees, titles and promotions are important. In small companies, if there is no vertical ladder to climb, then companies need to delegate responsibilities to help their employees with career development and keep them engaged.
5. Self-actualization need
The fifth and final tier of Maslow’s hierarchy is the need for lf-actualization, which is the need for lf-fulfillment and to become the best one is capable of becoming. Employees who significantly have satisfied the four lower needs now are looking to better themlves, tho around them and the world as a whole. There is a n that once the needs are engaged, they likely will become stronger as they are fed and satisfied. Therefore, this layer within the hierarchy is ud to inspire employees and to help them perform at their highest levels.
One of the basic ways in which companies can help their employees begin to satisfy this need is to offer tuition-reimburment programs and encourage enrollment in class and cours related to their job responsibilities. Education assistance plans help employees keep pace with the ever-changing work environment as well as provide valuable opportunities for personal and professional growth and development. Further-more, employees will bring new skills back into the workplace that will add value to the company.
