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Discuss the application of Maslow's second hierarchy of needs
Function of Maslow's hierarchy of needs
Function of Maslow's 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…
and enhance Engstrom workers production, attitude, and interest and revamp management planning. This will be successful through evidence-based management and theoretical models of organizational behavior. Engstrom’s organizational issues stemmed from the downfall of the Scanlon Plan. The bonus system was mainly implemented to motivate workers and to have employees surpass the company’s performance goal. However, the purpose of the plan failed because the employees became demotivated and distrusts the incentive system as a result of not receiving their bonuses in seven months. With the incentive plan in motion, employees were now expecting to receive their bonuses separate from regular pay, which reflects their productivity level. The root cause of organizational issues on the Engstrom’s ground was due to lack of motivation and poor communication between management and the employees. The company’s incentive system implemented was an ineffective technique of motivating workers as it failed to support employees’ needs. Engstrom management must understand that to motivate employees, it is important to first find and comprehend what he or she needs. Management should willingly take care of the necessities of their workers. “The success of any organization depends on the ability of managers to provide a motivating environment for its employees” (Osabiya, 2015 p.63). If Engstrom incorporates Maslow’s Hierarchy of Needs in their strategic planning, this allows them to analyze and welcome workers’ needs and perceive that requirements may contrast among workers. In addition, to provide vindication for needs that are not currently met and identify what drives their employees to perform, connect with, and succeed. The Scanlon plan was money-related based motivational instrument and the only one set up. When the cash ran out, there was no non-financial motivational framework to replace the current incentive plan. As a result, workers felt contradicted and disappointed, which led to decreased in connection, loss of profitability and issues in quality control. The incentive system symbolizes the difference and significance of extrinsic versus intrinsic motivation, one of Herzberg’s Two-Factor Model. In Herzberg Model, “Intrinsic motivations are internal rewards that a person feels when performing a job, otherwise self-motivated while extrinsic motivations are external rewards that occur apart from the nature of work” (Newstrom, 2015 p.123). Evidently, the plan focused on external factors, which led to employees’ increased extrinsic motivation. However, there are several other ways a company can motivate their employees through verbal and formal recognition (awards ceremony, recognition in the weekly meetings) and provide feedbacks. This will show employees how valuable they are to the company and that their hard work does not go unnoticed, which will increase their confidence, attitude and performance. “If management provides feedback to employees, employees are more likely to engage if they have a strong competence motive, a powerful drive to self-evaluate” (Newstrom, 2015 p.67). Furthermore, by practicing the concept of Goal Theory, feedback will be routinely provided to employees, which allows them to set specific goals to manage and assess their performance behaviors. Feedback motivates employees more to keep working hard and increase self-motivation. Also, the sole-dependency of external motivation will transition into internal motivation. This means, with the Goal Theory implemented in the Engstrom Auto Mirror Plant company, management must first build a positive relationship with employees that will not negatively affect the employees’ productivity level whether there is an incentive system in place or not. “There are two kinds of motives for engaging in any activities: internal and Instrumental” (Wrzesniewski & Schwartz, 2014). What this really means is that as an employee if you're motivated to do a task mainly for the satisfaction of learning new things, this is internal. However, if the employee just does it to receive the rewards and recognition, that is instrumental. Money is the most recognized extraneous reward, but having the inner drive is also very vital. “Motivation is important because it is one of the three main forces that lead to good job performance. Job performance is a combination of motivation, ability, and environment” (Bauer & Erdogan, 2013, p. 97). When employees are really passionate about the job they are working in or have an enthusiasm for their work, the advantage that they feel goes past a paycheck. The mistrust creates an uprightness division between employees and management, which normally take a lifetime to rebuild. Ultimately, management lacked confidence. Employees complained, “that supervisors should have received a reduced bonus because they were not working as hard as they are and the company might be playing with the numbers” (Beer & Collins, 2008 p.6). This is an extensive reversal regarding the Equity Theory, which led to intense organizational issues, employees’ demotivation and low profitability and productivity for the company. Equity Theory emphasizes the fairness on all reward systems. There should be no bias calculations on outcomes (rewards) that whatever outcome an employee produced are based on the effort he/she inputs (contributions) and should be rewarded, accordingly. If workers believe that their hard work is not recognized, they have a tendency to have less motivation to work harder. It is imperative for workers to trust management, which was unsuccessful in this case. The arduous framework of the bonus calculations led to the employees distrust. In the beginning, the system consistently paid significant incentives. In the long run, this alerted workers to view the incentives as a major aspect of their normal pay and not as motivating force to move forward. The incentive plan lost adequacy as a motivational instrument. The employees’ mentality is that of Vroom Expectancy Theory, “in which motivation is a product of three elements: valence (how much one wants a reward), expectancy (one’s estimate of the profitability that effort will result in successful performance) and instrumentality (one’s estimate that performance will result in receiving reward)” (Newstrom, 2015 p.131-2). When cutbacks occurred, remaining workers became insecure in their job and influenced their yearning to perform. They did just what was expected of them to stay employed and nothing additional. “Employees were not compensated for seven months due to low productivity and profitability, which made the employees furious and distrust the plan” (Beer & Collins, 2008 p.2). This is adequate evidence that supports McGregor’s Theory X and Theory Y. Despite the fact, that management was fully aware of the employees’ grievances and the redesign need for the incentive plan, management does nothing to ratify their complaints.
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
requirements. In conclusion, a worker's job achievement is influenced by their surroundings, motivation, and competence. Engstrom incentive plan needs to be altered or implement another bonus system, one with a precise and positive path for workers to transmit and obtain feedback. Management should decide on an operational strategy to set and monitor performance objectives. Workers need chances to be required in work environment choices by contributing their abilities and thoughts to the organization success. Engstrom needs to adjust or build an incentive system that will perceive worker performance and present monetary compensation in view of individual achievement.
Employee motivation and rewards are effective means to retain employees. When an employee is motivated, his or her needs are being met. When an employee is unmotivated, his or her needs are not being met which results in a high employee attrition rate. Riordan Manufacturing is experiencing a high attrition rate. Riordan Manufacturing has 3 plants and employs 550 people. Recently, Riordan hired Human Capital Consulting to perform an analysis on the underlying issues that are causing the decreasing employee satisfaction and to recommend courses of action that will address the underlying issues. Research has been done to identify the issues and opportunities, the stakeholders and ethical dilemmas, and the end state vision. A gap analysis has also been performed to determine the gap between the current situation and the end state goals. Riordan Manufacturing will use this information to determine the best way to proceed towards improving its working environment for the employees.
Firstly, there was compelling emphasis placed on exterior factors, for instance, Scanlon Bonus Plan, a motivator plan that inspires and drives employees’ performance, yet neglected to cultivate workers ' needs. If the Plant business integrates the Maslow’s Hierarchy of Needs into their strategic management process, it will guide them in evaluating employees’ needs. Engstrom Auto Mirror Plant should settle on the choice of keeping the current system in place, modify it, or design a new incentive plan. Keeping the ongoing incentive plan would be an awful decision for different reasons that were examined in preceding milestones; subsequently, the undeniable decisions would be to either correct the present plan or to make an altogether new one. For this proposition, it is ideal that a new incentive system be
Aamodt, M.G. (2010). Industrial / Organizational Psychology: An Applied Approach. Belmont, CA: Wadsworth Cengage Learning
Employees didn 't feel the relationship between them and management encouraged a free flow communication channel. Engstrom Auto Mirror Plant implemented a suggestion system that would encourage ways to improve the company. Ultimately the system failed because workers no longer felt like they were contributing effectively to the plant. Input is a fundamental piece of motivating employees and is explained through the Maslow’s hierarchy of needs theory, which,states that only unsatisfied needs motivate an individual.
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
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.).
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.
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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