2. What is motivation?
• “The complex forces, needs, drives, tension states, or other
mechanisms within us that will create and maintain
voluntary activity directed toward the achievement of
personal goals”
• (Skemp-Arlt &Toupence, 2007, p. 1.)
3. Why is
motivation
important to
Managers as it
relates to
Employees?
Motivated employees work harder
Motivated employees produce higher quality and greater
quantities of work
Motivated employees are more likely to engage in organizational
citizenship behaviors
Motivated employees are less likely to leave the organization in
search of more fulfilling opportunities
(Sadri & Bowen, 2011)
4. IsMotivationstemmedstrictlyfrom
monetarygains?
According to a recent study, salary had only a 20% impact on job
satisfaction
Employees want to feel “needed” and “secure” in positions
Motivation to produce quality work is both intrinsic and extrinsic
(Sadri & Bowen, 2011)
5. How doesMaslow’sHierarchyof
needsrelatetoEmployee
Motivation?
• Maslow’s Hierarchy of
needs encompasses 5
vertical tiers
• In order for a person to
move up in the pyramid,
they must first master
their current level
• Each tier can be related
to employee motivation
• By using the Hierarchy,
Employers and Managers
can understand what
employees driving forces
are and provide those
forces as motivation
(Benson & Dundis, 2003)
6. What do
people
(employees)
really want?
How do they
see
themselves in
the Hierarchy?
Short video on the Hierachy and how people view
themselves
F. (2010).Want to Motivate People? GetThem Out of Maslow's Basement. Retrieved May 01, 2016, from
https://www.youtube.com/watch?v=LjArLRXMH58
7. First in the
pyramid:
Physiological
Needs
The most basic of needs
From a psychological standpoint, Maslow defines these needs as
basic needs.This stage highlights the need for food, air, water and
shelter as well as the need to be active, to rest, and to sleep
From an employee standpoint, this tier focuses on monetary
compensation.Wages, salaries, bonuses, stock options, and
retirement plans are all motivational factors for employees at this
level
Wages and salaries make up 80% of what companies spend to
compensate employees
These salaries provide the employee with the physiological
component, as they are able to “live” and maintain shelter and
feed themselves as well as their families
(Sadri & Bowen, 2011)
8. What can a
manager or
employer do
to satisfy an
employees
Physiological
needs?
It is imperative for a manager to understand the basic of employee
motivation stems from salary and wages
However, it is more than simply monetary
Providing a comfortable environment to work in also falls into this
category
This includes fresh air to breath
An ergonomic workspace
Free or subsidized cafeterias
Regular breaks
• Break rooms offering food and drinks
• Providing a “work-life” balance
(Sadri & Bowen, 2011)
9. Safety needs
• From a pure psychological standpoint, safety needs apply
to the following basic principle: “the need to be safe from
physical and psychological harm”
• Safety is an extremely
important step in employee
motivation
• Employees who feel less
anxiety and more comfort are
likely to work more
productively
• Anxiety and stress are major
issues with our growing “do
more with less” mentality,
particularly in healthcare
• Managers need to be aware of
how an employee is feeling
and address all issues
• If an employee lacks the safety
feeling, it will effect their work
practices and can lead to
voluntarily seeking out a new
position
(Benson & Dundis, 2003)
10. How can a
manager or
employer
make an
employee feel
“Safe”?
Safety in relation to employee needs is more than simply the
absence of physical pain
Safety primarily addresses the lack of emotional stress (i.e.
anxiety)
Managers can address this issue by providing the following:
Ensuring that employees are fully understanding 401k plans and
retirement needs
Providing employee assistance programs
Providing employee counseling services
Understanding emotional difficulties and how that relates to the
workplace and offering solutions to solving problems
(Sadri & Bowen, 2011)
11. Love & Belonging needs
• At it’s base, love & belonging needs relate to the “desire to
be loved… and the need for affection and belonging”
• Employees who are looking to satisfy love & belonging needs are noted
as likely to join or continue working at a company based on the
relationships and social support they have established there, or
potentially expect to establish
• Co-workers and bosses (managers) play an essential role in this support
system
• This relates directly to the “team approach”
Managers can build this tier
by:
• Being on a cohesive team
with employees
• Being a “leader” instead
of a “boss”
Managers can improve
cohesiveness by:
• At most basic, creating an
open office plan to
improve communication
• Implement a monthly
lunch meeting and
provide the meal
• Organizing “teams” (i.e.
sports teams) to unify
employees and
strengthen relationships
(Sadri & Bowen, 2011)
12. Esteem Needs
• In a recent study, it was found that 63% of
American workers ranked recognition as a
meaningful incentive
• Individuals will join or stay with a
company who shows a sense of
appreciation for their work
• Ambitious employees want to feel
challenged and have opportunities to
advance
• One of the main reasons employees
leave their jobs is due to lack of
recognition from their direct manager
• Self-confidence is gained and
strengthened when an employee feels
appreciated
• This, then, leads to motivation to want
to “do a good job” or complete tasks
that may be tedious and non-preferred
“…includes the need for responsibility, reputation, prestige,
recognition and respect from others”
(Greene & Burke, 2007)
13. “…the need for self-fulfillment and to become the
best one is capable of becoming”
• Employees who have satisfied all of the
previous tiers can move to self-actualization
• Employees at this level are looking to better
themselves, and the world around them as a
whole
• Managers should inspire employees at this
level
• Employees at the final self-actualization
level are satisfied with their salary, safety,
social networks, and feel respected by their
company
• Managers can work with the organization to offer a
number of benefits to individuals at this stage
including:
• Tuition reimbursement programs
• Education assistance plans
• Allowing for a sabbatical to complete
humanitarian work or allow an employee to
accomplish a life-long goal
• Offering charity opportunities (i.e.
volunteering at a homeless shelter as a team,
cleaning a run down playground, collecting
money for a non-profit)
Self-Actualization
(Sadri & Bowen, 2011)
14. Why is this important?
• Managers who foster employees at each level improve their loyalty and motivation
• As employees advance through Maslow’s levels, the quality and quantity of work
also improves
• It is imperative for managers to understand where an employee is on the Hierarchy,
to then foster needs
• As new technology continues to provide challenges and opportunities, enhanced
employee motivation and attention to task are essential for success in an
organization
(Benson & Dundis, 2003)
15. CaseStudy:
Applying the
Concepts from
Maslow in a
LargeU.S.
Hospice
Program
San Diego Hospice & PalliativeCare provides services for over 850
patients and has over 600 employees
This organization used Maslow’s Hierarchy as the conceptual
framework for care planning, documentation, patient problem
solving, and explaining the scope of care for all patients and
families
Each new employee is trained on the Hierarchy of needs upon
securing a position
They found that a major benefit has been “improvement in
completeness of the care planning process”
It was noted that prior to the implementation, nurses were often
heard in meetings complaining of “not feeling useful to patients
once symptoms began”
After implementation, the patient was looked at differently and
care improved when staff examined each of the levels for
themselves and then for their patients
(Herbst, 2006)
16. Employers who utilize the “person as a whole” mindset:
• Google:
• In 2014, Google claimed it’s ongoing spot on Fortune’s
“best places to work” and continues to hold that title
2 years later
• Google offers some of the best employee perks,
opportunities for career growth, and work that
positively impacts the human race and innovative
culture
• Just a few of the amenities that Google offers it’s
employees are:
• Bicycles and electric cars to get to meetings, on-
site physicians, nurses, and medical staff, travel
insurance coverage, 12 weeks paid leave for new
fathers and 22 weeks paid leave for new
mothers, Encouraging employees to spend “20%
of their time pursing innovative ideas that they
are passionate about (apps such as google street
maps view have been born from this amenity)
Locally:
• Raylon Corporation
• Offers weekly Zumba classes
• The opportunity to take off four hours
per month to complete charity work
• Monthly “pizza parties”
• Movie nights for staff and their
families
• Education to the public of how to be
“better business owners”
TheTop 10 ReasonsTo Work At Google | Investopedia. (2015).
Retrieved April 28, 2016, from
http://www.investopedia.com/articles/investing/060315/top-10-
reasons-work-google.asp
Local companies named among best places to work in Pennsylvania |
Reading Eagle - MONEY. (2014). Retrieved April 28, 2016, from
http://www.readingeagle.com/money/article/berks-companies-make-
states-best-places-to-work-list
17. References
Benson, S. G., & Dundis, S. P. (2003). Understanding and motivating health care employees: Integrating Maslow's hierarchy of needs,
training and technology. J Nurs Manag Journal of Nursing Management, 11(5), 315-320. doi:10.1046/j.1365-2834.2003.00409.x
Greene, L., & Burke, G. (2007). Beyond Self-Actualization. JHHSA, (Fall), 116-128. Retrieved April 28, 2016.
Herbst, L. (2006). Applying the Concepts from Maslow in a Large U.S. Hospice Program. Journal of Palliative Medicine, 9(5), 1049-
1052. doi:10.1089/jpm.2006.9.1049
Local companies named among best places to work in Pennsylvania | Reading Eagle - MONEY. (2014). Retrieved April 28, 2016, from
http://www.readingeagle.com/money/article/berks-companies-make-states-best-places-to-work-list
Sadri, G., & Bowen, C. (2011). Meeting Employee Requirements: Maslow's hierarchy of needs is still a reliable guide to motivating
staff. Industrial Engineer, 44-48. Retrieved April 28, 2016.
Skemp-Arlt, K. M., &Toupence, R. (2007).The Administrator's Role in Employee Motivation. 76(7), 1-7. Retrieved April 28, 2016.
TheTop 10 Reasons ToWork At Google | Investopedia. (2015). Retrieved April 28, 2016, from
http://www.investopedia.com/articles/investing/060315/top-10-reasons-work-google.asp
F. (2010). Want to Motivate People? GetThem Out of Maslow's Basement. Retrieved May 01, 2016, from
https://www.youtube.com/watch?v=LjArLRXMH58
Notes de l'éditeur
Motivation can channel behaviors. Motivation can be a basis for goal orientation. Each individual is directed by something specific that gives them motivation, which can vary through different avenues of their lives. For example, a college student is motivated by graduation. Setting a goal for themselves by wanting to gain a high GPA to get into an accredited Master’s program gives great motivation to set goals and want to be successful with projects and classes. While the main motivation will be to get a job and have an ideal salary, the stepping stones to take that path are also important. In the management role, when working with employees the manager is responsible for those individuals to be focused and efficient at their tasks. It is essential for manager’s to determine what motivates employees to again set those motivational goals to benefit the overall of the organization. Motivation can then be looked at from many different viewpoints including personal and professional, while they will continue to overlap.
Motivation drives an individual towards a goal. Not only does it act as an initial driver, it continues to be the reason a person pursues the goal. Motivation is used to choose one activity over another (for example, someone may want to take the day off from work, but cannot financially afford to do so, the motivation then becomes monetary). Motivation can also be described in intensity or how hard an employee tries and persistence or how long an employee continues with a behavior even in the face of obstacles. Suppose an employee is not motivated and spends two hours working on a project without success. How likely is that person to continue their efforts with the days to follow if there is not a driving force that makes them interested in doing the work and motivated to completing their project? A motivated employee will take on the task with more steam and drive while an unmotivated employee may do the bare minimum.
Although not the only driving force, salary initially plays an important role to job satisfaction and choosing a position. The appreciation of feeling needed and secure have been researched to show more importance than salary alone. Employers should be looking at how to satisfy extrinsic needs (i.e. salary, bonuses) as well as intrinsic needs (i.e. a healthy social working environment).
As the demands on healthcare workers are increasing, it is imperative that employers and managers work together as a team to determine the best practices for their employees. As caseloads in hospitals continue to grow, the mentality of “do more with less” is becoming increasingly common. By having increased expectations for employees, there should also be a counterpart of employee satisfaction. Overall, steps should be placed to have the employee “want” to go the extra mile and posses that motivation, instead of being “forced” to do so simply for job security. Studies continue to show employees who are motivated and “happy” produce better work and work habits, are healthier, and can add to the overall success of a company or healthcare organization.
According to recent data, employees want to view themselves as “adding to a company”. It was reported that when asked a survey of three questions in regards to a $1,000 bonus, the majority of people viewed the bonus as a reward for hard work and acknowledgment from the company. People have a tendency to view themselves as higher up on the hierarchy, while viewing others as on the base level. This is important to managers and employers, as by understanding what level of need an employee is at can then lead to planning of how to satisfy their needs.
Because wages and salaries are at the base of the pyramid, many employees seek out this tier first. Once this tier is satisfied, a person is able to move up in what motivates and drives them. It is important for a manager to understand that wages alone do not make long-time, hardworking, motivated employees. Wages are simply the starting point in motivation.
Aside from monetary gains, giving an employee a comfortable and ergonomically friendly work environment can satisfy the basic physiological need according to Maslow. This can be as basic as the proper placement of a mouse/keyboard, to more in depth such as giving the employee options to satisfy a “work-life” balance. The work-life balance can be given through telecommunication (allowing the employee to attend meetings via technology), provide on-site fitness centers, and the ability to work from home a specific amount of time during the week. All of the previous mentioned can motivate and make happy employees. Happy employees are shown to be more productive, which in turn benefits the company.
According to Maslow, the second tier revolves around safety needs. Once a person feels as though their basic physiological needs are being met, they can then proceed to the safety step. This involves a person feeling that they are away from physical danger. There is also a safety feeling if an employee is offered insurance benefits.
All of the above bulleted points can lead to an increase in overall employee satisfaction. Psychological security is a growing issue in the workplace. Having face to face meetings with trained counselors can help employees cope with emotional difficulties. This will help in the safety tier and long-term satisfaction, which can ultimately retain employment. Securing the safety tier can lead to longevity and a feeling of appreciation and understanding by the employee, thus potentially improving their loyalty to the company and position.
Reiterating the previous tiers, employees at this level have already satisfied the monetary base needs as well as the safety component. At this level, employees are looking for continued improvement and are striving for core relationships. By building teams and relating to employees as well as being a Leader and not a “Boss”, these relationships can foster motivation and loyalty to the organization.
Esteem is the fourth tier of the Hierarchy. When employees reach this level, their basic monetary needs, safety needs, and social/belonging needs have been met. It is important for managers to address this issue and show recognition for hard work. Titles and promotions rank as high importance at this level. Motivational tools for managers at this level can be in the form of the leadership role and pushing employees to “climb” the ladder in their organization. At very basic, mangers can show recognition by: offering reserved parking spaces, offering a “prize” for productivity (i.e. a vacation or bonus), offer employee of the month recognition, recognition in the local paper, or simply verbally expressing to the employee that they are appreciated.
Self-Actualization is the final tier in Maslow's hierarchy. It represents an employee that has been satisfied on all other levels and is now interested in making a difference in the world that is meaningful and above just their own personal needs. This kind of employee is ideal, as they put all effort into projects and look towards improving the organization with more than just self-fulfilling agendas. Company loyalty is at it’s highest in this stage.
In healthcare, demands continue to accelerate. Fostering employee growth by managing as part of a team and recognizing what motivates employees is an important factor to success in the organization. From very basic levels (such as shelter) to more involved levels (such as self-actualization) the effective manager is able to identify what is most important to an employee, and then take action on how they can put strategies in place to improve motivation. While motivation is intrinsic and extrinsic, identifying where an employee falls on Maslow’s Hierarchy can be beneficial to everyone in the organization. Happy employees can lead to increased productivity. Research continues to prove that work life of the “modern employee” is more pressured today than any other time in history. The “do more with less” motto is becoming increasingly common. By attending to employee needs, managers can set high expectations and provide individual growth moving up in the tier’s, which in turn will benefit the company.
By introducing employees on the concept of “how would you feel if this was you or a family member on hospice” they were able to improve follow through of care and compassion of care. By using Maslow’s “whole person” approach, morale among the staff and attitudes towards patients began to shift. Overall, the organization improved by utilizing the motivation and whole person approach. The employees thought differently about patients. They began to question which tier the patient was at and how they could assist in making them the most comfortable. If their base needs were being met and they were not in pain on a certain day, they then looked at the higher level tiers to determine if there was a more advanced level they could address to improve their care. Not only did this change the way the staff viewed the help they could give patients, it also improved their motivation to go “above and beyond” for each individual needing care.
Although not all companies are able to offer the amenities that Google has given, the primary goal for motivation remains the same. Raylon Corp (which is a local company in Berks county) is noted as one of the best places to work in Berks. Not due to the monetary spending on employees, but due to the nurturing and caring environment offered. By involving employees and their families to participate and network together, Raylon is a prime example of how utilizing Maslow’s theory can lead to employee motivation. The “love & belonging” tier relates directly to this approach. An employee who feels they have a compassionate relationship with their company is more likely to be motivated to work hard for their team.
