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Discuss the application of Maslow's second hierarchy of needs
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Engstrom Auto Mirror Plant case analysis exhibits mundane organizational conduct controversies and worries with building relationships with workers. Managers of any organization goal should build and maintain a positive and open communication with workers and job fulfillment as the root based of a successful organization. Engstrom Auto Mirror Plant is in incredible misery due to absence of worker motivation; they have sufficient equipment but lack incentives to keep workers contented. The objective of this milestone is to identify the root causes of the organizational issues that Engstrom Company faces and examine underlying concerns from a human behavior viewpoint. In addition, provide proposals for organizational development that will increment …show more content…
Evidently, Engstrom management team is not meeting the mental needs of the workers and breaks Newstrom implication of the "unwritten mental contract that workers sign upon employment with the company” (Newstrom, 2015, pg. 87-9). As a result of breach of contract, employees’ productivity declined. Over a period of time, the root causes of Engstrom organizational issues deepened. In the event that we take the underlying concerns of the organizational issues and incorporate them with Abraham Maslow's Hierarchy of Needs, worker matters will be accepted and improve both concerns, in addition, to the organizational controversies that invaded Engstrom Company. Maslow's research led him to develop five levels of what he describes as, drivers of all behavior. Maslow said that the necessities of every level must be met before a person would have the capacity to advance to the following level of requirements. Employees’ needs were being met on all levels when the plan was initially introduced, however as time passes by, workers become exhausted of the arrangement and along these lines, stopped meeting their
Aamodt, M.G. (2010). Industrial / Organizational Psychology: An Applied Approach. Belmont, CA: Wadsworth Cengage Learning
Organizations face massive challenges in attracting and retaining a high-quality and productive workforce. Companies are continually looking for new ways to keep their employees satisfied at all levels in order to harness greater productivity and ideas from people while keeping them motivated and happy. One real challenge examined earlier is the need to transform General Motors to be a much more productive and fully utilized organization by examining the hourly workforce. This is a great change from the traditional "us versus them" mentality of the past between management and the union.
Due to the sudden cut-off of bonuses, the termination of employees, ignoring employees, lack of trust, and managements reaction, the overall work culture at Engstrom has been eliminated. It is imperative to upkeep workplace culture because it is a direct correlation to job satisfaction, innovation, and employee pride; these are determinants of whether employees choose to leave the job, or stay. It is in Engstrom’s best interest to keep good employees on board; incentives must be in place to assure such. Workplace culture is the most difficult to repair; and the most important to address. To successfully repair workplace culture, management must assure the following: employees are satisfied with their tasks, employees must enjoy working together, must understand and believe in the company values, employers must reward good work, both management and employees must be aware of the mission statement, and that all management leaders are all in sync (Saltzman, 2015). If these tasks are completed, the workplace culture, in theory, will slowly rise in a positive
Self-actualization is described (Maslow’s.org) as “realizing personal potential, self-fulfillment and seeking personal growth and peak experiences.” While employees must take this journey independently, the journey is much easier in an environment that supports new opportunities and advancement. As per the The Lincoln Electric Company case study, management has the complete authority to do as they see fit. We learned that the management at the Lincoln Company can make someone work overtime or make them work a short week. Management can move an employee from one job to another, it is their call. This exposes employees’ to different opportunities and
The organization’s management has a big role to play to foster the psychological wellness of its labour force. Firstly, the management should ensure the expectations from each of the employees are clearly stated. With an employee having precise knowledge of what is expected from them, he or she will undertake his or her roles in a more organized manner and this also enhances faster delivery.
Motivation play an important role in today’s work environment as motivated employees are more productive employees. However, the ways how we motivate the employees have to be improved from time to time as employees are being more demanding and that they are more concern about their needs than before. Motivational strategies have probably affected the most by employee concerns and values (Greiner 1986, p. 82). ‘A motivational strategy is any effort to induce employees to initiate and sustain activities that can directly or indirectly improve service productivity’ (Greiner 1986, p. 82). Motivation can have an effect on the output of your business and concerns both quantity and quality. For example, if you are in a manufacturing company, your business actually relies heavily on your production staff to make sure that quality product are being produce and being delivered to your client at the right time. However, if your production employees are lack of motivation they will be not motivated to produce the amount of product demanded, thus will be very costly. In the essay below, we will be discussing on the strength and weaknesses of McClelland’s acquired needs theory and the expectancy theory.
During the late nineteenth century the compulsion to study and measure human motives and capabilities came about followed with the birth of the concept Industrial organizational psychology (Industrial/Organizational psychology, n.d.). Industrial organizational psychology, eminently referred to as I/O psychology, is the extension of psychology that applies psychological theories and the principles of organizations (Cherry, n.d.). Converging on the increasing workplace productivity and other issues related to the mental and physical well being of the employees (Cherry, n.d.). Psychologists evaluate companies and conduct leadership training based on the observations of employee behavior and attitudes that populate the company (Cherry, n.d.).
Conte, J., Landy, F. (2010). Work in the 21 Century: An introduction to industrial and organizational psychology (3rd ed). USA: Wiley and Blackwell Publishings
Levy, Paul E. Industrial Organizational Psychology. New York: Worth, 2013. Print. The. Laird, Dugan, Sharon S. Naquin, and Elwood F. Holton.
Psychological contract is the unwritten contract that illustrates a set of expectations exists between the individual and the organisation (Sonnenberg et al, 2011). Svensson & Wolven (2010) point out that it can be a relationship between the members of a group, the people who work in the same company, department or organisation, several groups or parties in an organization, etc. It includes the work performance requirement, job security, training, potential development, compensation and subside. Psychological contracts are the mental representation based on belief or perception, so it may help the employees and employers get rid of a complicated employment relationship. For instance, the employees and employers may understand very clearly about the terms and conditions and what they have been agreed upon. The perception of each individual is very important and essential (Ekelund et al, 2010, 1438). Thus, when they work in a high competitive group, it could motivate them to implement their work consciously. Combined with a few exceptions, some researches cite that psychological contract is only regarding to the employee–manager relation and the term that mostly...
The breach of the psychological contract is subjective experience and is based on person’s perception that another person failed to do his promised obligations and duties of the psychological contract (Rousseau, 1989, pp. 121-139). Provision of training is often the main problem that employees complain about. The breach of the contract is that workers either received no training or that the training was not as promised when joining the organization. Other examples of breach relates to promotion, benefits, co-workers, job security. It is difficult to assess the extent of the psychological contract breach, because various organizational circumstances may change the relationship between employer and employee. These circumstances include the variety of changes such as downsizing, reorganizations, restructuring or compulsory redundancy.
Management theories could be traced in 1800s during the industrial revolution and factory growth time (Bartol, Tein, Matthews, Ritson & Scott-Ladd 2006, p.16). The history of management viewpoint is partly involved in developing understanding about the norms of behaviour in the workplace. In fact, the Hawthorne studies did a lot of contributes to that. It also altered the focus of management study, in contrast with the classical management. This essay is trying to demonstrate that how the Hawthorne studies contribute to developing understanding about the norms of behaviour in the workplace and find out researchers’ experience of how group relationships have influenced work performance.
Anderson, N., Ones, D., Sinangil, H., Viswesvaran, C., (2001)., Handbook of Industrial, Work and Organizational Psychology, Sage Publications, Ltd.
Employees have to work in a culture where they are presented with challenges and develop solutions by questioning their fellow work team rather than just following suit and agreeing or settling. “Toyota views employees, not just as pairs of hands but as knowledge workers who accumulate chi- the wisdom of experience- on the company front lines” (Takeuchi, 2008, p.98). This establishes input from everyone in the company even the frontline workers. “A “community of fate” ideology is developed, which means that employees feel that they and the organization share the same fate that they will succeed or fail together.” (Besser, 1995, p.383). This helps the personal goals align with organizational
There are various challenges faced and even more opportunities for organizational behavior to assist workers in improving the workplace as a whole, people skills, productivity, and customer service. Understanding and taking time to learn and educate one’s self is how attitudes develop and affect behavior is a key component to organizational Behavior. The bottom line is that the more tuned into the needs of its employees, the more successful a company is likely to become. A company will absolutely benefit a great deal so long as employees and management alike are able to control and monitor their attitudes for the appropriate