Employee motivation is one of the core management tasks in any organization that wishes to be competitive and successful. Human resource specialists use various tools to increase its level among workers. Maslow’s theory of needs offers the model that can be utilized for this purpose, as it explains the motivating factors for people on different social stages. This paper provides its description, as well as evidence of how it may be applied in various companies.
Maslow’s Hierarchy of Needs
Motivational factors are different for people depending on their current socio-economic position in life. This is the base idea for the theory of needs developed by A. Maslow in the middle of the past century (Jonas, 2016). He claimed that there were five levels of what people wish to achieve. They include physiological, safety, social, esteem, and self-actualization needs following one another correspondingly, and the latter being a desire to reach one’s full potential. Moreover, it is important that the next level becomes significant only if the elements of the previous ones are fully satisfied. For example, people will work towards having social benefits like friends and family only when they have stability and safety. Abstract concepts like ethics and inner growth are the top needs that become significant after physiological, economic, and social self-realization.
Application
The described theory can be used by human resource managers to increase the motivation level of employees in any company that is flexible enough to provide changes for its workers. It is evident that despite working in the same corporation and towards similar goals, people often have different needs associated with their jobs. Factors contributing to this situation include social background, personal financial stability, family situation, paycheck size, opportunities for vertical and horizontal movement, and others.
Depending on workers’ position within a company, the elements that influence motivation may vary. For instance, studies reveal that so-called blue-collar employees value financial and security benefits more than an opportunity for personal growth (Najjar & Fares, 2017). This situation is typical for emerging states where physiological and safety needs are often not satisfied among many people. On the other hand, self-actualization is common among white-collar workers who tend to take things such as security, protection, food, and water for granted (Najjar & Fares, 2017). This type of knowledge is valuable for HR specialists for drafting work conditions that would satisfy employees depending on their life situation.
At the same time, Maslow’s theory is not always linear and may sometimes appear transitional. For example, research suggests that some rewards work as a factor satisfying different levels of needs, like a house that serves for both safety and esteem (Jonas, 2016). Moreover, there is no guarantee that an employee will show a better performance even if he or she likes the job. Finally, workers may satisfy some of their needs outside their company. For example, people may be neutrally accepted at work by their colleagues while having many friends in other places.
Conclusion
Maslow’s theory implies that there are levels of needs that people wish to cover in life. It may be used by HR specialists to make plans on how to motivate employees depending on the level of their current job satisfaction and life situation. While some workers seek financial stability, others have already achieved it and may desire self-realization. However, Maslow’s theory has its limitations, as some factors may serve to satisfy needs on various levels simultaneously.
References
Jonas, J. (2016). Making practical use of Maslow’s hierarchy of needs theory to motivate employees: A case of Masvingo Polytechnic. Journal of Management and Administration, 2. Web.
Najjar, D., & Fares, P. (2017). Managerial motivational practices and motivational differences between blue- and white-collar employees: Application of Maslow’s theory. International Journal of Innovation, Management and Technology, 8(2), 81-84. Web.