Maslow's Theory: The Evolution Of Human Resource Theory

Human Resource Theory
Introduction
As early as the 1920s, there has been a deep interest in organizational behavior, human motivation and productivity. Groundbreaking sociological studies, such as Fritz J. Roethlisberger’s Hawthorne Experiments, and the reaction to the tough, authoritarian structure of classical theory led to the need for behavioral sciences, and thus, the evolution of Human Resource Theory. Human Resource Theory became of significant importance in the 1950s and 1970s. The key interest was in the behavior of people within the organizations, efficiency and effectiveness of government functions. Within the realm of organizational behavior, there are different classifications or style theories to lead by. Alongside the Hawthorne

Maslow’s theory is that, all humans are motivated and driven by their needs and subsequently, meet them by working from the bottom of the hierarchy or pyramid (Physiological), one need at a time, sequentially achieving their needs and once the most pressing level of need is met, they move up to the next one. For instance, when a person’s psychological needs are met, they move to the next higher level (seeking security), and are no longer motivated by psychological

Theory X is where managers need to rule by fear and consequences (Maslow’s first two needs) while Theory Y says leaders assume the best of their employees (Rainey, 2014). They believe them to be trusting, respectful and self-motivated (the third, fourth and fifth levels of Maslow’s needs). The leaders help supply the followers with the tools they need to excel. Transactional leaders are more concerned with maintaining flow, compliance and order – with little to no deviations. They tend to motivate their subordinates through an exchange of rewards or punishments based on