Maslow Hierarchy Needs and Workplace Motivation

Telecommuting and Motivation: What Works, What Doesn’t
Telecommuting means working remotely, allowing telecommunications tools and digital technologies to ensure the employee is connected with the office and able to collaborate and communicate with coworkers. There are many models of telecommuting, from full-time telecommuting arrangements to allowing workers to telecommute one or two days a week. Some of the most successful firms have telecommuting policies that allow employees to work remotely. Even companies like Yahoo, which backpedaled somewhat on the issue, have recently returned to telecommuting if for no other reason than working from home does seem to improve productivity and hours spent on the job (Peck, 2015). While being in the office does enhance team-building and collaboration opportunities, working from home means fewer distractions and longer hours. Workers can divert the time spent commuting to the office towards working on projects, and also feel better equipped to balance work with household or family obligations.
Applying Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory of Motivation can show why telecommuting is so appealing and satisfying to employees, and why employers also benefit from having a flexible telecommuting policy. Abraham Maslow proposed a needs hierarchy to demonstrate the underlying factors of human motivation. All human beings are motivated to fulfill basic needs first, such as the need for food, shelter, and clothing. Once basic needs have been fulfilled, we strive towards what Maslow considered higher needs, such as the need for security, the need for social belonging or friendship, and the need for self-fulfillment. Human resources managers readily understand the needs hierarchy, incorporating Maslow’s hierarchy of needs into effective workplace design and company policies (Tanner, 2017). At the very least, a worker is motivated by reasonable remuneration for work or labor. Yet there is much more to workplace motivation than the extrinsic reward of salary and benefits. Maslow suggested that once the lower order needs related to financial security have been met, employees also need to be motivated by higher needs like the need for social connection, the need for autonomy, and the need for self-actualization. Overall, the Maslow needs hierarchy includes the following:
1. Physiological Needs
2. Security Needs
3. Belongingness Needs
4. Esteem Needs
5. Self-Actualization Needs.
Telecommuting helps fulfill multiple needs on Maslow’s hierarchy. For example, telecommuting offers the employee a greater sense of personal responsibility and empowerment, which are esteem needs. Being trusted to work from home also contributes to a sense of autonomy. For example, telecommuting empowers employees who might feel micromanaged when they are in the office. Telecommuting cannot fulfill all the needs on the hierarchy. For example, telecommuting does not automatically offer the employee greater job security, or opportunities for self-fulfillment. Telecommuting also has the potential to leave social needs or the need for social connection unfulfilled, which could be especially important for employees who are extraverted or who thrive off of a collaborative or team-based work environment.
However, telecommuting does allow the employee to work in an environment that is comfortable and familiar, close to family. The environment is safe and can fulfill security needs. Telecommuting therefore enhances the work-life balance, which can also allow the person to pursue higher order needs that maximize self-fulfillment such as having more time for exercise or meditation. Some jobs lend themselves particularly well to telecommuting, which is why companies should consider telecommuting especially for some positions, roles, or employees.
Frederick Herzberg offered a different approach to motivation that applies especially well to human resources management and the workplace environment. The two factors of Herzberg’s model include what he calls the hygiene factors and the motivational factors. Herzberg’s two-factor theory is deceptively simple, as it belies the complexity of employee motivation. Moreover, Herzberg’s model integrates especially well with Maslow’s Hierarchy of Needs. Hygiene factors encompass the issues that are mainly part of Maslow’s first few tiers of the needs hierarchy For example, pay and salary, benefits, status and title, and workplace safety conditions are all part of the hygiene component of Herzberg’s model. The motivational factors include higher needs including a sense of personal responsibility, empowerment, the opportunity for growth and advancement, recognition, and a sense of achievement. These are needs that correspond to esteem and self-actualization on Maslow’s needs hierarchy.
Telecommuting May Not Be For Everyone: Why?
As attractive as telecommuting might seem, not all employees want to telecommute due to individual differences and different needs. Ironically, some workers find they do not like the ambiguity of the telecommuting experience and prefer to have a stronger separation between their family/home life and their professional life. Some employees look forward to going to work because they do not want to stay at home all day. Other employees find that they need to interact with people constantly and in a face-to-face environment and not digitally. The drawbacks of telecommuting can be effectively managed with clear policies, but also with technology. Technology allows workers to sign into their company’s cloud-based software, and can hold employees accountable for their work. Telecommuting should be offered as an option for people who are self-motivated and who thrive on independence and self-direction.
What Motivates Me
I am motivated strongly by a sense of autonomy, status, and personal responsibility. I need a high degree of independence, which is why I am suited to telecommuting. I am also self-disciplined, which allows me the freedom to finish the job in my own way, on my own time, rather than only working during set hours during the day. Using Maslow’s hierarchy of needs and Herzberg’s two-factor theory, I can understand why telecommuting appeals to me, as it helps me fulfill more needs on the hierarchy. I like to work at all times of the day, and do not mind taking longer vacations and working while I am away rather than working in the office most of the year and only taking short breaks. I believe that most employees can remain highly motivated when telecommuting. Telecommuting can help people with families to achieve a work-life balance that works for them.
Telecommuting: Is It For Me?
Telecommuting appeals to me for several reasons, mainly because it helps me enjoy my workplace environment, and helps me feel empowered in my job. This is why I will always want a job that allows me the flexibility of working remotely. However, I would also want my company to recognize that I work hard, and that my contributions are being noticed by the team. For this reason, it helps to have weekly or maybe monthly meetings where we collaborate and share our experiences. Telecommuting does not need to be an either-or situation, in which people are only working from home or never working from home. With telecommuting, more employees have the opportunity to contribute fully to their organization while remaining happy in their personal lives.



References

“Herzberg’s Two-Factor Theory of Motivation,” (n.d.). Management Study Guide. Retrieved online: http://www.managementstudyguide.com/herzbergs-theory-motivation.htm
Peck, E. (2015). Proof that working from home is here to stay. Business. Retrieved online: https://www.huffingtonpost.com/2015/03/18/the-future-is-happening-now-ok_n_6887998.html
Tanner, R. (2017). Motivation: Applying Maslow’s hierarchy of needs theory. Retrieved online: https://managementisajourney.com/motivation-applying-maslows-hierarchy-of-needs-theory/