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Page 1: Maslow and Employee Motivation FINAL

Maslow’s Hierarchy of Needs

& Employee Motivation

Presented by: Tara Simmons

Page 2: Maslow and Employee Motivation FINAL

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.)

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Why is motivation important

to Managers as it relates

to Employees?

Motivated employees work harder Motivated employees produce higher quality and

greater quantities of work Motivated employees are more likely to engage in

organizational citizenship behaviors Motivated employees are less likely to leave the

organization in search of more fulfilling opportunities(Sadri & Bowen, 2011)

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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)

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How does Maslow’s Hierarchy of needs relate to

Employee Motivation?

• Maslow’s 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)

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What do people

(employees) really

want? How do they see themselves

in the Hierarchy?

Short video on the Hierachy and how people view themselves

F. (2010). Want to Motivate People? Get Them Out of Maslow's Basement. Retrieved May 01, 2016, from https://www.youtube.com/watch?v=LjArLRXMH58

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First in the pyramid:Physiological Needs

The most basic of needs From 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 sleep

From 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 level

Wages and salaries make up 80% of what companies spend to compensate employees

These 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)

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What can a manager or employer

do to satisfy an

employees Physiologica

l needs?

It is imperative for a manager to understand the basic of employee motivation stems from salary and wages

However, it is more than simply monetary Providing a comfortable environment to work in also

falls into this category This includes fresh air to breath An ergonomic workspace Free or subsidized cafeterias Regular breaks• Break rooms offering food and drinks• Providing a “work-life” balance

(Sadri & Bowen, 2011)

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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)

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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 pain

Safety 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 needs

Providing employee assistance programs Providing employee counseling services Understanding emotional difficulties and how that

relates to the workplace and offering solutions to solving problems

(Sadri & Bowen, 2011)

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Love & Belonging needs• At it’s base, love & belonging needs relate to the

“desire to be loved… and the need for affection and belonging”

• Employees who are looking to satisfy love & belonging needs are noted as likely to join or continue working at a company based on the relationships and social support they have established there, or potentially expect to establish

• Co-workers and bosses (managers) play an essential role in this support system

• This relates directly to the “team approach”

Managers can build this tier by:• Being on a cohesive

team with employees• Being a “leader”

instead of a “boss”

Managers can improve cohesiveness by:• At most basic,

creating an open office plan to improve communication

• Implement a monthly lunch meeting and provide the meal

• Organizing “teams” (i.e. sports teams) to unify employees and strengthen relationships

(Sadri & Bowen, 2011)

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Esteem Needs• In a recent study, it was found

that 63% of American workers ranked recognition as a meaningful incentive

• Individuals will join or stay with a company who shows a sense of appreciation for their work

• Ambitious employees want to feel challenged and have opportunities to advance

• One of the main reasons employees leave their jobs is due to lack of recognition from their direct manager

• Self-confidence is gained and strengthened when an employee feels appreciated

• This, then, leads to motivation to want to “do a good job” or complete tasks that may be tedious and non-preferred

“…includes the need for responsibility, reputation, prestige, recognition and respect from others”

(Greene & Burke, 2007)

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“…the need for self-fulfillment and to become the best one is capable of becoming” • Employees who have satisfied all of

the previous tiers can move to self-actualization

• Employees at this level are looking to better themselves, and the world around them as a whole

• Managers should inspire employees at this level

• Employees at the final self-actualization level are satisfied with their salary, safety, social networks, and feel respected by their company

• Managers can work with the organization to offer a number of benefits to individuals at this stage including:

• Tuition reimbursement programs• Education assistance plans• Allowing for a sabbatical to complete

humanitarian work or allow an employee to accomplish a life-long goal

• Offering charity opportunities (i.e. volunteering at a homeless shelter as a team, cleaning a run down playground, collecting money for a non-profit)

Self-Actualization

(Sadri & Bowen, 2011)

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Why is this important?

• Managers who foster employees at each level improve their loyalty and motivation

• As employees advance through Maslow’s levels, the quality and quantity of work also improves

• It is imperative for managers to understand where an employee is on the Hierarchy, to then foster needs

• As new technology continues to provide challenges and opportunities, enhanced employee motivation and attention to task are essential for success in an organization

(Benson & Dundis, 2003)

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Case Study:Applying

the Concepts

from Maslow in a Large U.S. Hospice Program

San Diego Hospice & Palliative Care provides services for over 850 patients and has over 600 employees

This organization used Maslow’s Hierarchy as the conceptual framework for care planning, documentation, patient problem solving, and explaining the scope of care for all patients and families

Each new employee is trained on the Hierarchy of needs upon securing a position

They found that a major benefit has been “improvement in completeness of the care planning process”

It was noted that prior to the implementation, nurses were often heard in meetings complaining of “not feeling useful to patients once symptoms began”

After implementation, the patient was looked at differently and care improved when staff examined each of the levels for themselves and then for their patients(Herbst, 2006)

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Employers who utilize the “person as a whole” mindset: • Google:

• In 2014, Google claimed it’s ongoing spot on Fortune’s “best places to work” and continues to hold that title 2 years later

• Google offers some of the best employee perks, opportunities for career growth, and work that positively impacts the human race and innovative culture

• Just a few of the amenities that Google offers it’s employees are:• Bicycles and electric cars to get to

meetings, on-site physicians, nurses, and medical staff, travel insurance coverage, 12 weeks paid leave for new fathers and 22 weeks paid leave for new mothers, Encouraging employees to spend “20% of their time pursing innovative ideas that they are passionate about (apps such as google street maps view have been born from this amenity)

Locally:• Raylon Corporation

• Offers weekly Zumba classes• The opportunity to take off

four hours per month to complete charity work

• Monthly “pizza parties” • Movie nights for staff and their

families• Education to the public of how

to be “better business owners”

The Top 10 Reasons To Work At Google | Investopedia. (2015). Retrieved April 28, 2016, from http://www.investopedia.com/articles/investing/060315/top-10-reasons-work-google.asp

Local companies named among best places to work in Pennsylvania | Reading Eagle - MONEY. (2014). Retrieved April 28, 2016, from http://www.readingeagle.com/money/article/berks-companies-make-states-best-places-to-work-list

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References

Benson, S. G., & Dundis, S. P. (2003). Understanding and motivating health care employees: Integrating Maslow's hierarchy of needs, training and technology. J Nurs Manag Journal of Nursing Management, 11(5), 315-320. doi:10.1046/j.1365-2834.2003.00409.x Greene, L., & Burke, G. (2007). Beyond Self-Actualization. JHHSA, (Fall), 116-128. Retrieved April 28, 2016. Herbst, L. (2006). Applying the Concepts from Maslow in a Large U.S. Hospice Program. Journal of Palliative Medicine, 9(5), 1049-1052. doi:10.1089/jpm.2006.9.1049 Local companies named among best places to work in Pennsylvania | Reading Eagle - MONEY. (2014). Retrieved April 28, 2016, from http://www.readingeagle.com/money/article/berks-companies-make-states-best-places-to-work-list Sadri, G., & Bowen, C. (2011). Meeting Employee Requirements: Maslow's hierarchy of needs is still a reliable guide to motivating staff. Industrial Engineer, 44-48. Retrieved April 28, 2016. Skemp-Arlt, K. M., & Toupence, R. (2007). The Administrator's Role in Employee Motivation. 76(7), 1-7. Retrieved April 28, 2016. The Top 10 Reasons To Work At Google | Investopedia. (2015). Retrieved April 28, 2016, from http://www.investopedia.com/articles/investing/060315/top-10-reasons-work-google.asp F. (2010). Want to Motivate People? Get Them Out of Maslow's Basement. Retrieved May 01, 2016, from https://www.youtube.com/watch?v=LjArLRXMH58