CHAPTER 10
Motivating Employees
Humanist Psychologist Abraham Maslow,
• Our actions are motivated in order to
achieve certain needs.
• Maslow introduced his concept of
a hierarchy of needs in his 1943 paper
"a theory of human motivation“
• Interested in what makes people happy
and the things that they do to achieve
that aim.
• Maslow’s hierarchy of needs has 5
layers shaped in pyramid
Physiological Needs
• Things that are vital to our survival.
• Food
• Water
• Breathing
• Homeostasis
• basic requirements of nutrition
• air and temperature regulation
• shelter and clothing.
Security And Safety Needs
• People want control and order in their lives, so this need for safety and
security contributes largely to behaviors at this level.
• Financial security
• Heath and wellness
• Safety against accidents and injury
• Finding a job, obtaining health insurance and health care,
• contributing money to a savings account, and moving into a safer
neighborhood
Social Needs
• At this level, the need for emotional relationships drives human
behavior.
• In order to avoid problems such as loneliness, depression, and anxiety,
it is important for people to feel loved and accepted by other people.
• Friendships
• Love
• Family
• Social & Community groups
• Churches and religious organizations
• sports teams, book clubs, and other group activities.
Esteem Needs
• Need for appreciation and respect so that their efforts/contribution are
recognized.
• Participation in professional activities, academic accomplishments,
athletic or team participation, and personal hobbies can all play a role
in fulfilling the esteem needs.
• High shows feelings of confidence in their abilities, and low shows
feelings of inferiority
Self-actualization Needs
• Need People Have To Achieve Their Full Potential As Human Beings.
• "What A Man Can Be, He Must Be.
• People Seem To Be Fulfilling Themselves And To Be Doing The Best
That They Are Capable Of Doing
• Career Ambitiousness
• People Are Self-aware, Concerned With Personal Growth, Less
Concerned With The Opinions Of Others, And Interested Fulfilling
Their Potential.
Models Of Workforce Motivation Applied
By Managers
DOUGLAS
MCGREGOR, 1960s
THEORY X AND
THEORY Y
See table:10.2
THEORY X
• Theory X is based on pessimistic
assumptions of the average worker.
• An average employee dislikes work and
avoids it if possible, lacks responsibility, has
little ambition and seeks security above all
he has little or no ambition or
responsibilities.
• managers believe their employees are less
intelligent than the managers are, lazier than
the managers are, or work solely for a
sustainable income.
• Due to these assumptions, Theory X
concludes the average workforce is more
efficient under strict supervision and
authoritarian approach to management.
THEORY Y
• The average person likes work; its as
natural as play or rest.
• More committed and Responsible
towards goals
• Have more imagination, clever and
creativity that can be applied to work.
• Managerial role is to develop the
potential in employees and help them
release that potential toward common
objectives
OUCHI’S THEORY Z, 1980s
THEORY Z
• Japanese system of management.
• Focuses on a strong company
philosophy, distinct corporate culture,
long range staff development and
consensus decision making.
• To develop a work force which has more
loyalty towards staying with the
company and be permanent in their
career.