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Hierarchy of needs maslow essays
Hierarchy of needs maslow essays
Maslow's theory of hierarchy of needs
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Google
Introduction
“One of the Best Places to Work” in the world is the Google Company. Amazingly, there are employees who choose to leave this highly rated corporation and seek employment elsewhere. One has to wonder why a member of staff would deliberately choose to desert his or her comrades, forsaking impressive paychecks, an awesome working environment with facilities like massage chairs and the great power wielded by the company’s reputation. Many talented employees leave Google despite the perks that they get at their workplace because they are not motivated. It is apparent that the employee motivation comes from self-actualization that is difficult for Google to nurture in its employees because it hires excellent manpower that requires proficient career development to maintain engagement and build loyalty.
A Paradox of Employee Motivation
According to Abraham Maslow’s hierarchy of needs and Fredrick Herzberg's Two Factor theory explain the need for employees to satisfy particular innate desires in order to achieve satisfaction. Abraham Maslow explains that satisfied needs do not motivate an individual because he or she will seek to gratify a need greater that the previous one. Hence, the benefits that employees of Google enjoy leave them yearning for a high level of engagement that members of staff in other firms are unlikely to desire. On the other hand, Herzberg's postulates support this notion in that the people that work for Google have all the "hygiene factors" put into consideration. These are the things whose presence does not have an impact on motivation, but whose withdrawal will result in the loss motivation of the workforce. Using Herzberg's model to the Google situation yields results that show that there is ...
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... be appropriate so that Google hires people who have training and passion for their engagements. Proper hiring will prevent incidences whereby coders have to generate content for advertisements used on their sites. The human resources department has the responsibility of diagnosing the lack of impetus and coming up with viable options to address it.
Conclusion
Lack of motivation is the main cause of the turnover of employees from Google who leave despite the reputation the company possesses. The generous salaries and fringe benefits that Google workers get at their place of work is inadequate to satisfy their humanistic needs and this is a testimony to the arguments set across by Maslow and Herzberg. Diagnosis and development of a comprehensive career development program by the human resources department has the potential of improving employee retention at Google.
Motivational theories can be applied in a multitude of situations, but in this case the problems that must be resolved include poor morale, low performance levels, and frequent absences. After speaking with the employees it was found that none of them cared about their performance in the workplace. To properly address these issues, Herzberg’s Two-Factor Theory, McClelland’s Theory, and McGregor’s Theory X and Theory Y can be applied. Herzberg’s Two-Factor Theory can be used to improve working conditions and decrease employee dissatisfaction. Doing so would potentially motivate employees to perform better in the workplace and be more inclined to be involved in the job. Applying McClelland’s Theory would allow for the employees three basic categories
In the 1940s Abraham Maslow created his famous theory of needs and set the groundwork for David McClelland who in 1961 launched his book, “The Achieving Society” (Mind Tools, n.d.). McClelland’s Acquired Needs Theory explores the thought that “needs are acquired throughout life…needs are not innate, but are learned or developed as a result of one’s life experiences” (Buchbinder & Shanks, 2007, p.27). In this theory are three types of needs: need for achievement-desire for success, mastering tasks, and attaining goals; need for affiliation-desire for relationships and associations with others; and need for power-desire for responsibility, control, and authority (Buchbinder & Shanks, 2007). Therefore, management, hospitals, and organizations must determine what the needs of their employees are in order to properly motivate
...d to projects unrelated to the core business. Googlers are given 10% of their work time to devote to projects that interest them ensuring high motivation based on the fact the staff get paid to work on pet projects. Flexible work time, bonuses, and free lunches are not the only reasons people love to work at Google in addition to the perks, they are constantly challenged to reach new impossible goals and to have fun doing it.
Attracting and retaining the best employees is a priority of most companies. Generally speaking, employees are the largest overhead expense for most employers. For these reasons, it is crucial to not only attract the best employees, but also to keep valuable employees. Being named one of the best employers is a valuable honor, and an honor that SAS has earned multiple times over multiple years on different lists (cite sasranks). The ability of SAS to attract and retain employees is undoubtedly linked to their consistent success and profit, even in difficult years (cite rowley). A critical look at SAS and their employment philosophies reveals how SAS leverages motivational theories
Google tries to retain its employees and evaluate them in a quantitative but also qualitative manner. In fact, the company made its work environment colorful and vehicles the image of a fun place to work through what it proposes. For example, employees can have free snacks or bring their pet at the office or go to the gym etc... Employees can benefit from flexible working hours and have some time for their self-directed projects which shows the importance of the creativity and innovation from each and in every departmen...
Employee focus (Google has a unique culture and policies to promote innovation. The company strives to employ the most qualified applicants and reward the greatest contributors, in order to promote good performance and facilitate hiring and retention)
Pardee, R. L. (1990). Motivation Theories of Maslow, Herzberg, McGregor & McClelland. A Literature Review of Selected Theories Dealing with Job Satisfaction and Motivation.
In addition, by conducting an effective job evaluation for both frontline and backup staff, the value added by each could be determined. Specifically, this was achieved by measuring the required level of skill and effort, responsibility and respective working conditions of each segment (McShane et al, 2013). Consequently, using the principles behind Herzberg Motivation-Hygiene Theory described by (Robbins et al. 2012 p.271) it was identified, that front line employees needed greater recognition, greater praise and appreciation, increased job security and finally further opportunities, for personal growth, within the organisation. Similarly, Maslow’s hierarchy of needs theory is adopted, as frontline employee self-esteem, need for recognition and self-actualisation, contributes to achieving their full potential (Kulchmanov et al. 2014). Therefore, the effect of the introduced changes to the workplace, combined with adopting Maslow’s and Herzberg’s need theories, created a better working environment that encouraged job satisfaction (Robbins et al. 2012 p.271) and it is possible that Dr Chen, was well aware that job enrichment comprises the modification of tasks, in order that the employees can have an increased knowledge of the factors of motivation (Sachau, 2007).
-formed by Frederick Herzberg in 1959 states that there are 2 factors that motivate a person to work. This is also known as Motivation-Hygiene theory. Herzberg’s 2 factor theory states there are factors in the workplace that causes job satisfaction, and a separate factor that causes dissatisfaction.(MacRae & Furnham, 2017). Hygiene factors are factors that are basic for the motivation to exist in an organization these includes salary, company policies, working environment and interpersonal relationships (Management Study Guide, 2013). In short, these are factors that conciliates workers,for them not to be dissatisfied (Management Study Guide, 2013). On the other hand, Motivation factors are factors that pleases or gratifies
Google is a public corporation that deals with Internet searching, advertising, and Web-based computing technology. All these have developed from an initial search engine and the company continues to advance even to date with partnerships and acquisition of other companies and products. All of these are due to its formulation and maintenance of a unique corporate culture that other organizations have to follow in order to be as successful (Rachet, B. 2014). What makes up Google 's strong culture are values that are widely accepted and strongly held (Rachet b. 2014). Google has topped the list of Fortune 100’s Best Companies to Work for 4 times (Kim, J. 2013). Although Google has many perks on their work campus, the real formula behind their
We are about to dive into great detail about how Google goes about making their employees happy and how they are rewarded, we will also compare these to the HR theories used by the likes of Guest, Pfeffer ,Hawthorne and Scientific Management by Frederick Taylor.
In daily life, we need motivation to improve our performance in our job or in studies. Motivation is an internal force, dependent on the needs that drive a person to achieve. In the other words, motivation is a consequence of expectations of the future while satisfaction is a consequence of past events (Carr, 2005). We need to give reward to our self when we did correctly or we has achieve our target. Reward is something that we are given because we have behaved well, worked hard, or provided a service to the community. Theories of motivation can be used to explain the behavior and attitude of employees (Rowley, 1996; Weaver, 1998). The theories include content theories, based on assumptions that people have individual needs, which motivate their action. Meanwhile according to Robbins (2001), motivation is a needs-satisfying process, which means that when a person's needs are satisfied by certain factors, the person will exert superior effort toward attaining organizational goals. Schulze and Steyn (2003) affirmed that in order to understand people’s behavior at work, managers or supervisors must be aware of the concept of needs or motives which will help “move” their employees to act.Theories such as Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for their works in this field. The intrinsic reward or also be known as motivators factors is the part of Herzberg motivation theory. Motivators are involve factors built into the job or the studies itself such as achievement, recognition, responsibility and advancement. Hygiene factors are extrinsic to the job such as interpersonal relationship, salary, supervision and company policy (Herzberg, 1966. There have two factors that are called hygiene fac...
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).
Ramlall, Sunil. (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American Academy of Business, Cambridge, 5(1/2), 52-63.
Furthermore, there are three theories which explain the different factors in how employees are motivated based on their needs. The first theory, Maslow’s Hierarchy of Needs, was proved by Abraham Maslow in the years of 1943 and 1954 (McLeod, 2013). Maslow believed that society developed their motivations depending on their needs. Maslow’s Hierarchy of Needs is a theory in which five motivational needs( self-actualization,esteem, belongingness and love, safety, and psychological) are demonstrated in a hierarchy pyramid. The five motivational needs are divided into three categories(basic, psychological, and