Maslow and Employee Motivation FINAL

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Transcript of Maslow and Employee Motivation FINAL

Maslows Hieracy of Needs & How It Addresses Employee Motivation

Maslows Hierarchy of Needs & Employee MotivationPresented by: Tara Simmons

1

What is motivation?

The complex forces, needs, drives, tension states, or other mechanisms within us that will create and maintain voluntary activity directed toward the achievement of personal goals(Skemp-Arlt & Toupence, 2007, p. 1.)

Motivation can channel behaviors. Motivation can be a basis for goal orientation. Each individual is directed by something specific that gives them motivation, which can vary through different avenues of their lives. For example, a college student is motivated by graduation. Setting a goal for themselves by wanting to gain a high GPA to get into an accredited Masters program gives great motivation to set goals and want to be successful with projects and classes. While the main motivation will be to get a job and have an ideal salary, the stepping stones to take that path are also important. In the management role, when working with employees the manager is responsible for those individuals to be focused and efficient at their tasks. It is essential for managers to determine what motivates employees to again set those motivational goals to benefit the overall of the organization. Motivation can then be looked at from many different viewpoints including personal and professional, while they will continue to overlap. 2

Why is motivation important to Managers as it relates to Employees?

Motivated employees work harderMotivated employees produce higher quality and greater quantities of workMotivated employees are more likely to engage in organizational citizenship behaviorsMotivated employees are less likely to leave the organization in search of more fulfilling opportunities(Sadri & Bowen, 2011)

Motivation drives an individual towards a goal. Not only does it act as an initial driver, it continues to be the reason a person pursues the goal. Motivation is used to choose one activity over another (for example, someone may want to take the day off from work, but cannot financially afford to do so, the motivation then becomes monetary). Motivation can also be described in intensity or how hard an employee tries and persistence or how long an employee continues with a behavior even in the face of obstacles. Suppose an employee is not motivated and spends two hours working on a project without success. How likely is that person to continue their efforts with the days to follow if there is not a driving force that makes them interested in doing the work and motivated to completing their project? A motivated employee will take on the task with more steam and drive while an unmotivated employee may do the bare minimum. 3

Is Motivation stemmed strictly from monetary gains?According to a recent study, salary had only a 20% impact on job satisfactionEmployees want to feel needed and secure in positionsMotivation to produce quality work is both intrinsic and extrinsic(Sadri & Bowen, 2011)

Although not the only driving force, salary initially plays an important role to job satisfaction and choosing a position. The appreciation of feeling needed and secure have been researched to show more importance than salary alone. Employers should be looking at how to satisfy extrinsic needs (i.e. salary, bonuses) as well as intrinsic needs (i.e. a healthy social working environment).4

How does Maslows Hierarchy of needs relate to Employee Motivation?

Maslows Hierarchy of needs encompasses 5 vertical tiers

In order for a person to move up in the pyramid, they must first master their current level

Each tier can be related to employee motivation

By using the Hierarchy, Employers and Managers can understand what employees driving forces are and provide those forces as motivation

(Benson & Dundis, 2003)

As the demands on healthcare workers are increasing, it is imperative that employers and managers work together as a team to determine the best practices for their employees. As caseloads in hospitals continue to grow, the mentality of do more with less is becoming increasingly common. By having increased expectations for employees, there should also be a counterpart of employee satisfaction. Overall, steps should be placed to have the employee want to go the extra mile and posses that motivation, instead of being forced to do so simply for job security. Studies continue to show employees who are motivated and happy produce better work and work habits, are healthier, and can add to the overall success of a company or healthcare organization.5

What do people (employees) really want? How do they see themselves in the Hierarchy?

Short video on the Hierachy and how people view themselvesF. (2010). Want to Motivate People? Get Them Out of Maslow's Basement. Retrieved May 01, 2016, from https://www.youtube.com/watch?v=LjArLRXMH58

According to recent data, employees want to view themselves as adding to a company. It was reported that when asked a survey of three questions in regards to a $1,000 bonus, the majority of people viewed the bonus as a reward for hard work and acknowledgment from the company. People have a tendency to view themselves as higher up on the hierarchy, while viewing others as on the base level. This is important to managers and employers, as by understanding what level of need an employee is at can then lead to planning of how to satisfy their needs.6

First in the pyramid:Physiological NeedsThe most basic of needsFrom a psychological standpoint, Maslow defines these needs as basic needs. This stage highlights the need for food, air, water and shelter as well as the need to be active, to rest, and to sleepFrom an employee standpoint, this tier focuses on monetary compensation. Wages, salaries, bonuses, stock options, and retirement plans are all motivational factors for employees at this levelWages and salaries make up 80% of what companies spend to compensate employeesThese salaries provide the employee with the physiological component, as they are able to live and maintain shelter and feed themselves as well as their families(Sadri & Bowen, 2011)

Because wages and salaries are at the base of the pyramid, many employees seek out this tier first. Once this tier is satisfied, a person is able to move up in what motivates and drives them. It is important for a manager to understand that wages alone do not make long-time, hardworking, motivated employees. Wages are simply the starting point in motivation.7

What can a manager or employer do to satisfy an employees Physiological needs?It is imperative for a manager to understand the basic of employee motivation stems from salary and wagesHowever, it is more than simply monetaryProviding a comfortable environment to work in also falls into this categoryThis includes fresh air to breathAn ergonomic workspaceFree or subsidized cafeteriasRegular breaksBreak rooms offering food and drinksProviding a work-life balance

(Sadri & Bowen, 2011)

Aside from monetary gains, giving an employee a comfortable and ergonomically friendly work environment can satisfy the basic physiological need according to Maslow. This can be as basic as the proper placement of a mouse/keyboard, to more in depth such as giving the employee options to satisfy a work-life balance. The work-life balance can be given through telecommunication (allowing the employee to attend meetings via technology), provide on-site fitness centers, and the ability to work from home a specific amount of time during the week. All of the previous mentioned can motivate and make happy employees. Happy employees are shown to be more productive, which in turn benefits the company.8

Safety needs

From a pure psychological standpoint, safety needs apply to the following basic principle: the need to be safe from physical and psychological harm

Safety is an extremely important step in employee motivation

Employees who feel less anxiety and more comfort are likely to work more productively

Anxiety and stress are major issues with our growing do more with less mentality, particularly in healthcare

Managers need to be aware of how an employee is feeling and address all issues

If an employee lacks the safety feeling, it will effect their work practices and can lead to voluntarily seeking out a new position(Benson & Dundis, 2003)

According to Maslow, the second tier revolves around safety needs. Once a person feels as though their basic physiological needs are being met, they can then proceed to the safety step. This involves a person feeling that they are away from physical danger. There is also a safety feeling if an employee is offered insurance benefits.9

How can a manager or employer make an employee feel Safe?Safety in relation to employee needs is more than simply the absence of physical painSafety primarily addresses the lack of emotional stress (i.e. anxiety)Managers can address this issue by providing the following: Ensuring that employees are fully understanding 401k plans and retirement needsProviding employee assistance programsProviding employee counseling servicesUnderstanding emotional difficulties and how that relates to the workplace and offering solutions to solving problems(Sadri & Bowen, 2011)

All of the above bulleted points can lead to an increase in overall employee satisfaction. Psychological security is a growing issue in the workplace. Having face to face meetings with trained counselors can help employees cope with emotional difficulties. This will help in the safety tier and long-term satisfaction, which can ultimately retain employment. Securing the safety tier can lead to longevity and a feeling of appreciation and understanding by the e