Analysis Of Maslow's Hierarchy Of Needs Theory

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Maslow’s Hierarchy of Needs Theory can possibly give an explanation to the manager’s actions. Specifically, the lower-order need “Safety”. The manager changed the free food policy from 6 hours to 12 hours in order to protect the stability of the company, his bonus, and stop employees from bad behavior. Under Alderfer’s ERG Theory the manager was pursuing his “Growth Needs.” He attempted to stop a behavior that tarnishes his work record and prevents him from receiving a bonus. Subject to McClelland’s Acquired Needs Theory the manager catered to the “Need for Achievement.” The manager hoped the policy change would be successful by stopping the bad behavior, and raise percentages back up. “Motivator Factors” under Herzberg’s Two-Factor Theory …show more content…

After changing the free food policy, hiring many new employees, and working on the floor with them, percentages still continue to rise. Believing a lie detector would scare the employees into behaving the way he wanted in order to protect himself. It can be observed that the manager is sacrificing his “Relatedness Needs” from Alderfer’s ERG Theory. By scaring and threatening his employees it is safe to assume that satisfying interpersonal relationships are not a priority for the manger at this point in the case. The “Need for Power” could justify the manager’s decision according to McClellan’d Acquired Needs Theory. It is clear that forcing lie detector tests on minimum wage employees is the manager trying to control these people and how they behave with scare tactics. Herzber’g Two-Factor Theory talks of “Hygiene Factors.” The manager’s actions will most definitely put a strain on the relationship with subordinates, thus increasing job dissatisfaction. The manager felt inequity in the amount of work he put in and the rising percentage problem and employee behavior. Therefore, according to the Equity Theory the manger acted to eliminate the inequity he viewed as problematic. The Expectancy Theory is disregarded by the manager as relationships within the company determine work motivation. Forcing employees to take a lie detector test would strain the managerial-employee relationship. The Goal-Setting Theory was also negated by the manager. No development or formalization of any goals was communicated between manager and employees. According to these theories the most relevant to the situation is the “Need for Power” under Mcclelland’s Acquired Needs Theory. Imposing a lie detector test on employees because they are eating food and not selling enough is overbearing and

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