Introduction
The role of HR management in facilitating the individual adaptation of the employees can be based on several theories. These can be educational, psychological, organizational and economic theories. In tackling this topic, this research paper describes Maslow’s theory, McClelland’s need theory, equity theory and job design theory.
Maslow’s theory of need and Hierarchy
This is one of the main psychological theories of motivation postulated by Abraham Maslow. He perceived human needs to be hierarchical and observed that after a set of need ceases to be a motivator after it has been satisfied (Weihrich & Cannice, 2008, p. 330).
According to Maslow, basic needs are in form of five sets of goals. These are self actualization, love, physiological, esteem and safety. In Maslow’s perspective, what motivates employees in organizations is to ensure that they have the conditions on which these basic satisfactions are based and by desires that are more intellectual.
People are continually in want and the satisfaction of these wants only tends to be mutually exclusive but in reality is not. The average person only attains partial satisfaction and partial dissatisfaction of want they want (Ramlall, 2004, p. 54).
This theory implies a lot to the organizational HR management. They should devise programs and practices that fulfill the upcoming or unmet needs of employees. Another implication is for the management to help workers handle stress by coming up with focus groups and support programs.
This will help employees deal with stressful times and is also meant to have an understanding of their needs. The managers’ role is to cultivate a good climate to facilitate the development of the employees’ full potential. Not doing this may frustrate employees, make them perform poorly, demotivate them and encourage them to withdraw from the organization (Ramlall, 2004, p. 54).
McClleland’s Need Theory
The three needs that this theory focuses on are power, achievement and affiliation. The need for power is influencing others to achieve. The need for affiliation is to wish for social relationships and related events.
The need for achievement is the drive to succeed and excel. Given that effective HR managers need to influence others in a positive way, they need to have a great need for power combined with a low affiliation need (Ramlall, 2004, p. 55).
Equity theory
According to this organizational theory, the concern of individuals is not just the sum of rewards earned for their efforts, but also how this relates to what is received by others. People tend to compare their inputs such as experience, proficiency and education with outcomes which include recognition, income levels and promotions. When there is an imbalance between people’s outcome-input ration with that of others, tension arises.
The theory is based on three assumptions. First, people have certain believes regarding what determines a return that is just and equitable according to their inputs in job. “Second, the theory assumes that people tend to compare what they perceive to be the exchange they have with their employers (Ramlall, 2004, p. 55).”
The third assumption is that when people believe they are being treated inequitably with regard to the exchange they observe their counterparts to be getting, they’ll be driven to take actions that they deem necessary (Theis, 2010, p. 28). Consequently, several options are created for employees who realize that they are getting unfair treatment.
These options may include input reduction by employees through direct restriction of their work output, seeking an assignment that’s more enjoyable and seeking increases in salary as a way of trying to make an output increase (Ramlall, 2004, p. 55).
The HR management’s challenge is therefore to devise fair and equitable reward mechanisms and giving the rewards based on what the employees believe with regard to the value they attach to the organization. Circumstances can be changed in the place of work to encourage improvement in the quality and quantity of work (Miner, 2007, p. 104).
Job Design Theory
The basis of this theory is that a task in itself forms a basis for motivation of employees. The motivation to perform excellently is stifled by a job that is boring, mundane and monotonous. There are three ways to make a job more challenging. These are decision authority, variety and autonomy. Both variety and challenge can be added to the job through job enrichment and job rotation (Ramlall, 2004, p. 56).
Reference list
Miner, J.B. (2007). Organizational Behavior: From Theory to Practice. New York: M.E. Sharpe. Retrieved
Ramlall, S. (2004). A Review of Employee Motivation Theories and their Implications for Employee Retention through Organizations. Journal of American Academy of Business, Cambridge. Retrieved from ftp://ftp.cba.uri.edu/Classes/Beauvais/HPR412/Ramlall_2004.pdf
Theis, S. (2010). Attracting High Quality Human Capital by the Value of a Company Brand. Norderstedt, Germany: GRIN Verlag. Retrieved
Weihrich, H. & Cannice, M. (2008). Management. New Delhi: Tata-McGraw Hill Education. Retrieved