Maslow's Hierarchy of Needs and Reward Management for Employee and Organization
Maslow
theory of motivation comprised of five tire-model, that accurately depict the
human needs in a hierarchical pyramid. The needs in the bottoms of the pyramid
(Physical) are the most fundamental need while at the top of the pyramid
(Self-actualization) is the most complex and secondary needs.
Physical Needs
Physical
needs are primary for the survival of the human body, such as food, water, air,
and health. Human being strives for fulfilling the physical need through
employment, and spend a productive life. The extrinsic motivation such as wages
or salary elicits a particular behavior among human to be consistent with their
jobs and perform well. The organizations through attractive salary may enhance
the motivation level of the employee to perform well in the workplace.
Security Needs
Security
or safety needs refers to the order and control in human lives concerning the
safety against injury or accidents, financial and health security as well. The
insurance plan, law, and order, stability, freedom from fear and backup are the
primary advantage that employee expects from his organization, and as a result,
contribute to the productivity of the organization. In contrast, if an employer
does not get safety or security in the above areas, his affiliation and
motivation towards the organization and task decrease. As a result, he performs
below the mark, that is not merely harmful to the employees, but adversely
affect the productivity of the organization as well.
Social Needs
Social
need indicates a healthy relationship between employee, employer, and owner.
The substantial body of researches indicates that collaboration between staff
member and owner enhances the productivity of the organization. If the owner is
authoritative and dominating, the employee feels hesitation to share their
ideas and have a fear of making a mistake or encounter performance anxiety due
to pressurizing atmosphere at a workplace, that further decrease their work
performance. On the hand, the co-operative staff, owner and manager may facilitate
the employee works and ideas that enhance the intrinsic motivation among
employees. The organization may enhance the performance level of the employee
rising the healthy relationships among employers at the workplace.
Self-Esteem or Ego
Respect
and appreciation are fundamental for all human and people strive to gain
respect not merely in other eys but their own eyes as well. The recognition at
work increases the motivation to perform better in the future to maintain a
sense of self-worth. Therefore the organization practices the rewards, awards,
and bonuses to promote the desired behavior among employers.
Self-Actualization
Self-actualization
people are self-aware about their capabilities, talents, and leggings. They
strive for polishing their skills and try to overcome their weakness in the
workplace. Such people expect and perform new tactics to enhance productivity
and their skills as well. If an organization facilitate people to flourish in
their desired area their motivation level increases and they perform well.
Expectancy Theory
Vroom
presented the Expectancy theory in 1990 that deals with motivation and
management. The expectancy theory is based on the formula, Motivation = Valance
x Expectancy, it is also referred to as three basic beliefs of the expectancy
theory. The formula predicts and indicates the occupational choice, job
satisfaction, performance and affiliation with the job. According to the
theory, the performance of an employee depends on individual factors such as
experience, ability, knowledge, and skill.
Furthermore,
the intrinsic and extrinsic motivation towards desired rewards plays a
significant role in the performance level. For example, if an employer put
their best effort in work and achieve a reward, but the nature of reward does
not match his expectation, may decrease his motivation to perform better in the
future. In contrast, a desired and expected result may enhance the performance
in a particular task, and increase the probability to perform better in the
future as well.
Equity Theory
In
1963, Adam introduced the theory of equity and fairness as a critical component
of the motivation. In this theory, Adam signified the importance of equity in
developing motivation among employee to perform better at a workplace. If all
people are being treated equally, that enhance the sense of self-respect and
self-esteem among people. According to researchers high self-respect and
self-esteem are positively correlated with the motivational level. The employee
treated unfairly or get the least minimum advantage at a workplace, as compared
to similarly ranked employee may develop the negative association with the
organization that further decreases their motivation to perform better at a
workplace. Furthermore, the inequity in input an output ratio adversely affect
their sense of self-esteem.
Fredrick Herzberg’s Two Factor Theory
Fredrick
Herzberg’s postulate two-factor theory in 1959, also named Motivation-hygiene
theory. The dual factors of the theory
comprised of job satisfaction and dissatisfaction, that are highly interlinked
to motivation at a workplace. The satisfaction factors such as job status,
recognition, performance, growth, and opportunities are well in an
organization, the motivation to perform better at a job would increase. The
dissatisfier such as salary, relationship with the colleague, company
administrative or policies, interpersonal relationship, and job security may
demotivate the employee for putting the best effort to work. The improvement in
dissatisfier, by the organization, minimize the job dissatisfaction to enhance
the motivation t workplace.