11). The concept of a needs hierarchy had not yet been established at that time—Maslow’s theory would not be presented to the public for another three decades; however, the research showed that the concept of performance management was one that needed to be understood. What was not clear then was the extent to which motivation theory played a part in determining performance. Indeed, it was not even clear in the 1970s. Today, however, there is more compelling evidence to help settle the matter of how motivation factors into performance.
The study by Schyns and Schilling (2013) focused on the negative impact that bad leadership can have on employee performance. The researchers found that leaders who demonstrated a disregard for their workers, did not utilize emotional intelligence, or subject their employees to harsh criticism without giving any kind of support generally led to a reduced output of performance by the workers. The workers began to show less interest in supporting the objectives of the firm, did not promote a positive or healthy workplace morale, and even in some cases deliberately plotted to undermine the organizational goals so as to get back at the poor leadership. Schyns and Schilling (2013) showed that by disregarding the needs of employees, from the most basic concepts articulated in Maslow’s theory to the highest concepts, the managers were denying the workers the motivation they required to perform at a high level or even at a basic level in some cases.
Benson and Dundis (2003) applied Maslow’s model to the nursing industry to show how motivation theory can help advance the aims of performance management systems. The researchers showed that “a new perspective related to how Maslow's Model, as used in business/organizational settings, can be directly related to current workforce concerns: the need for security and freedom from stress, social belongingness, self-esteem, self-actualization, altered work/social environments, and new opportunities for learning and self-definition” (Benson & Dundis, 2003, p. 315). The researchers showed that motivational theory provides management with the means of understanding workers, their needs, and what is required to support and/or incentivize them to perform at desired levels. Benson & Dundis (2003) concluded: “How does one motivate employees in the face of increased demands, particularly when they are being asked to meet these demands with fewer resources? The answer is, in large part, to make the employee feel secure, needed, and appreciated. This is not at all easy, but if leaders take into consideration the needs of the individual, the new technology that provides challenges and opportunities for meeting those needs, and provides the training to meet both sets of needs, enhanced employee motivation and commitment is possible” (p. 315). By investing in their employees and offering them the emotional, social and intellectual support workers need, managers can be assured of better ensuring employee performance according to this study.
Zameer, Ali, Nisar and Amir (2014) show that these findings are universal and that motivational theory can be used to support performance enhancement strategies in Pakistan just as they are in the West. Zameer et al. (2014) obtained data from workers in five Pakistan cities using the structured questionnaire method. They found that motivation is very important to workers and that they perform at higher levels when they are effectively motivated. The concept that if the needs of workers, whether they are defined according to Maslow’s model or to other motivation models, such as Alderfer’s model, then the workers will respond favorably by dedicating themselves to fulfilling the needs of the organization that employs them. In this sense, motivation theory operates in a quid-pro-quo type of transaction. The researchers measured performance by using a general performance management system linking together four factors: “1. Organization objective; 2. Day by day performance; 3. Professional development; 4. Rewards and incentives” (Zameer et al., 2014,…
Aesthetic needs are met by creating a wholly bicycle-centric environment. It is aesthetically important for cycling geeks to be immersed in such as environment. Lastly, self-actualization needs are met in that the employees are encouraged to set their own course in their employment. The environment is such that the other needs of the employees are met to such a degree that they have the freedom to pursue the path
). However, when an employee sees that his or her employer is stepping up and trying to do something that the employee wants or needs, instead of just what is good for the company and not the employees, motivation can result. People need to feel that they matter to their employer. Few people are content with only receiving monetary compensation for the work that they do for their boss. They are
Southwest Airlines Analysis Using the Maslow Hierarchy of Needs Are Southwest Airlines Inc. leadership and policies fulfilling Maslow's needs ' theory stages? Please apply Maslow's hierarchy of needs to work motivation at Southwest Airlines, showing how various levels are or are not being met by Southwest Airlines Leadership and Human Resources Management. (for example, are there employees at Southwest Airlines ever fired? How does that relate with lower level needs, such
In other words, he expects for his efforts to be accordingly remunerated or rewarded with a promotion, a full time job offer for a trainee and so on (Stuart-Kotze, 2008). In implementing these individual needs, organizational managers have developed numerous incentive plans, such as the offering of increased wages, premiums, bonuses or promotions. The four above presented theories are relevant in the context of driving the individual, which is then capable
The third level up the pyramid is the need for affection, belonging and love. This is the need state area were people are who want to alleviate feelings of loneliness, isolation or alienation (Hoffman, 1988). This level is also critically important for the development of trust in the workplace and within workplace teams and the sense of identity that comes from being part of a group (Harris, Kleiner, 1993).
Maslow As a catering manager a transplant hospital, describe factors influence people work place behave-based explain apply recognized theory motivation (Abraham Maslow) team improve performance. Maslow: The hierarchy of needs The theorist Abraham Maslow created a hierarchy of needs to describe what individuals sought out of life. The first level of the Maslow hierarchy is made up of basic needs, like food, shelter and clothing. The second level consists of the need for