Maslow Motivation Theory

Question 1

Motivation

Answer 1

Motivation is what drives a person to apply individual effort over a sustainable period of time. To put it in another way, motivation is what drives a person to behave in a certain way, or to achieve a certain goal.

Question 2

Role of HR Manager in terms of motivation

Answer 2

HR Manager must understand what motivates employees. HR Manager must support and advise front line in their endeavours to achieve this. This can be achieved by having a rewards system, appropriate management style, positive corporate culture and the organisation is structured to allow for employees to work to their optimum level. This leads to increased productivity and effectiveness as if employees are more motivated to work they will be working harder and faster thus producing more outputs with the same amount of employee inputs.

Question 3

Maslows motivation theory

Answer 3

Abraham Maslow’s representation of human needs in the form of a pyramid or hierarchy. An employee’s level of need in the hierarchy must be substantially satisfied before moving to the next level

Question 4

Tier 1-5 of Maslows hierarchy of human needs

Answer 4

Physiological - basic pay and conditions
Safety - job security and safe workplace
Social - strong working relationships
Esteem - recognition and responsibility
Self actualisation - achievement

Question 5

How are employees motivated in terms of Maslows theory

Answer 5

The lower needs will be a motivating factor until it is satisfied. Once it is satisfied the employee will be motivated by the next need in the hierarchy.

Question 6

Extrinsic and intrinsic factors in terms of Maslow

Answer 6

The lower needs (bottom 3 of hierarchy) are extrinsic factors, given to the employee for example pay. The higher 2 needs are intrinsic factors which are motivated from within the employee such as achieving their best.

Question 7

Why do organisations want employees to be on the top two levels of Maslows hierarchy

Answer 7

As these are motivated by intrinsic factors such as employed desiring to achieve more and push themselves, they will then be working more productively and helping the business achieve its objectives because of this.

Question 8

What HR managers need to do in terms of Maslow

Answer 8

Managers could identify where staff are in the hierarchy and implement strategies to satisfy those needs for examples if there are a number of workplace accidents and productivity then drops for some employees, they will be On the safety part of the hierarchy and managers need to implement strategies such as safer equipMent to motivate them. Employees will be at different stages so many strategies may be needed.

Question 9

Physiological needs and example

Answer 9

Basic needs like foods, water, air shelter
A job
Remuneration (pay)

Question 10

Safety needs and example

Answer 10

Security and protections from physical and emotional harm

Job security
Benefits
Safe and healthy work conditions
Superannuation and insurance”

Question 11

Social needs and example

Answer 11

Affection, affiliation, acceptance and friendship in peer groups
Friendly work associates
Supportive management, empowerment

Question 12

Esteem needs and example

Answer 12

External needs of status, recognition and attention.
Internal needs of self respect, autonomy and achievement”
Job title and task responsibilities
Promotion, recognition
Pay link to status of position
Prestigious workplace facilities”

Question 13

Self actualisation needs and example

Answer 13

“Ultimate need. Personal growth, achieving own potential, self-fulfilment and using own creative talent”

Challenging work allowing for creativity
Participative decision making
Growth and development
Setting and achieving goals”

Question 14

Explain how a manger can effectively use Maslows motivation theory to motivate employees

Answer 14

Define motivation
Explain Maslow theory

Then:
Managers would need to determine where employees are on the hierarchy of needs and provide the correct factors that will motivate them, for example if a manager determines that a specific employee has passed the physiological needs stage and is on to safety, they could provide the employee with long term contracts to provide the employee with job security which will motivate them past the safety stage. If managers are able to identify where employees are on the hierarchy and provide employees with suitable motivators then staff absenteeism will decrease and productivity will increase (explain how) which will increase business competitiveness and contribute to the business achieving its objectives. Explain how.

Question 15

If employees are motivated by better relationships, describe 2 strategies they could use to meet this need

Answer 15

Friday night drinks which allow employees to form relationships with managers and other employees.

Weekly team meetings where employees are allowed to share ideas and communicate with managers and employees.

Question 16

Advantages and disadvantages of Maslows

Answer 16

An advantages is it shows us that employees need to be motivated by both extrinsic and intrinsic factors, the business needs to first offer them basic things like pay to motivate employees, the employee moves through the hierarchy and the business needs to always cater for employees as they move through the stages, they need to be aware of what stage employees are at to determine what will motivate them, it shows for example that offering reward and recognition is useless if employees are at the first stage and just want pay to be motivated. One disadvantage is that the hierarchy also fails to take into account individual differences. There is no evidence indicating every human being experiences the needs in the order Maslow specified. In fact, there is little empirical evidence that supports the theory at all.

Question 17

Zooming Auto is a car manufacturing organisations that specialises in affordable cars ranging from hatchbacks to family sedans. John Barker, the CEO, has decided that he would like to see Zooming Auto move into the luxury car market. He would like to see an improvement in engine and design quality. As a result, more staff will need to be hired to accommodate for the greater production of vehicles. Staff in the Zooming Auto retail store will also need to be retrained in order to be better equipped to sell the luxury cars. Recently, however, there are been rnany complaints that employees have been working overtime and have not been paid for their extra efforts. Explain a relevant motivational theory and discuss how retail managers can motivate their staff to improve their level of customer service.

Answer 17

Maslow’s Hierarchy of Needs is a motivational theory based on the notion that human needs are ordered according to their importance. It states that once a need is satisfied, it can no longer be a motivator and the individual seeks to satisfy a higher order need. The first need is physiological needs, which include satisfactory pay for survival (ability to purchase food, shelter, clothing, water etc.). The next need is safety and security, which includes being part of a safe working environment and having job security. Social needs follow and include the opportunity to work in teams, be part of the decision making process and having supportive management. Next are esteem needs, which include having responsibility, the opportunity for promotion and being recognised for good efforts. Finally, the highest needs are self- actualisation needs, which include having creative and interesting jobs and having opportunities for advancement. Retail managers at Zooming Auto must first identify what need has to be satisfied. As employees have demonstrated issues in pay, employees need to be motivated through physiological needs. Managers could link improvements in the level of customer service offered by staff with monetary incentives. Managers could outline that those who demonstrate excellent levels of customer service will be rewarded by increases in pay/commission. Managers should however note that once employees are satisfied with their pay, monetary compensation will no longer motivate them and they must move onto satisfying safety and security needs.

Question 18

Explain the differences between a centralised and a decentralised approach to employee relations.

Answer 18

A similarity between a centralised and a decentralised approach to employee relations is that they are both concerned with negotiating working conditions and pay. Another similarity is that both approaches to employee relations involve the use of industry wide Awards that outline minimum terms and conditions of employment. A difference is that the centralised approach has terms and conditions of employment set out for an entire industry whereas a decentralised approach covers employment conditions for an enterprise. Another key difference is that the centralised approach heavily relies on the involvement of unions to negotiate terms of employments with employers whereas a decentralised approach places less importance on unions as employees have the ability to negotiate the terms with their organisation (as terms cover an enterprise not entire industry).

Question 19

Outline two characteristics of a participative style and 2 skills that Sarah will need when negotiating employment conditions.

Answer 19

A participative management style is one where the manager consults and encourages employees to offer feedback and their opinions but also allows them to be a part of the decision-making process. It involves open, two-way communication. Two skills Sarah will need when negotiating employment conditions and pay include people skills and delegation skills. People skills involve good communication and interpersonal skills. This is important as Sarah will be spending time negotiating with employees and a positive approach will ensure that disputes are minimised. Delegation skills are also important for Sarah as she places trust and responsibility in her employees to help out with duties. As she will struggle to do all the negotiating on her own, she must trust other employees to help her out by delegating tasks. This will also help build a positive attitude and good culture.

Question 20

`Newbank International’ is a large multinational organisation which was started in Germany. It has recently established one hundred branches across the rural areas and large country towns of Victoria, New South Wales, South Australia and Queensland. The bank has begun an aggressive marketing campaign to win customers and has undercut the interest rates on home and personal loans of most of its competitors. As part of the expansion, 180 senior managers from Germany have come to Australia to assist in the running of the bank. In addition, 8500 employees have been recruited locally. While the bank’s entry into the Australian market was seen as a success, the results of a recent staff satisfaction survey raised a number of concerns. Employees feel they are not supported and there are limited opportunities for further promotion. The survey also found that staff morale is low and that staff in the branches feel isolated. Senior management is viewed as supportive, but having very little understanding of life in a rural Australian town.

At times, managers and employees can find that they are not motivated in the workplace.

Outline a motivation theory and explain how it could be applied at Newbank.

Answer 20

Abraham Maslow’s representation of human needs in the form of a pyramid or hierarchy. An employee’s level of need in the hierarchy must be substantially satisfied before moving to the next level. The first need is physiological needs, which include satisfactory pay for survival (ability to purchase food, shelter, clothing, water etc.). The next need is safety and security, which includes being part of a safe working environment and having job security. Social needs follow and include the opportunity to work in teams, be part of the decision making process and having supportive management. Next are esteem needs, which include having responsibility, the opportunity for promotion and being recognised for good efforts. Finally, the highest needs are self- actualisation needs, which include having creative and interesting jobs and having opportunities for advancement.

At Newbank, managers would have to determine where employees are on the hierarchy and offer them the appropriate factor to fulfil that need and motivate them. Employees feel that they are not being supported which indicates that many are on the social level and if Newbank becomes more supportive of their employees, they will be motivated onto the esteem level. Many employees have also expressed desire for promotion opportunities which is a factor that can fulfil esteem needs. If the business continues to offer factors to employees based on their need they will be motivated to work productively.