Motivating People - Recognising Needs
Employee Management Articles
Submit Articles Back to Articles
Since the 1940s research into human behaviour has suggested that people are
motivated by a number of different needs, at work and in their personal life.
Recognising and satisfying these needs will help you to get the best from
people.
Several motivation theories work on the assumption that given the chance and
the right stimuli, people work well and positively. As a manager, be aware of
what these stimuli or "motivational forces" are. Theorist Abraham Maslow grouped
them into five areas. The first is physiological needs, and these are followed
by further needs, classed as "safety", "social"", "esteem" and
"self-actualisation". According to Maslow, the needs are tackled in order: as
you draw near to satisfying one, the priority of the next one becomes higher.
Also, once a need has been satisfied, it is no longer a stimulus.
The Maslow Hierarchy:
Abraham Maslow believed that satisfying just physiological and safety needs
is not enough to motivate a person fully. Once these needs have been appeased,
there are others waiting to take their place. The Maslow hierarchy can be
applied to every aspect of life and the more ambitious and satisfied the
personality, the greater the potential contribution to the organisation. Below
is an outline of Maslow's hierarchy of needs - we all start at the bottom of
this list and attempt to work our way up.
* Self-Actualisation - realising individual potential; winning; achieving
* Esteem Needs - Being well regarded by other people; appreciation
* Social Needs - Interaction with other people; having friends
* Safety Needs - A sense of security; absence of fear
* Physiological Needs - Warmth; shelter; food; sex - a human being's "animal"
needs
Meeting the Needs at Work:
The Maslow hierarchy is particularly relevant in the workplace because
individuals do not need just money and rewards, but also respect and
interaction. When designing jobs, working conditions, and organisational
structures, bear in mind the full range of needs in the Maslow hierarchy. Doing
this will cost no more, but it will undoubtedly generate higher psychological
and economic rewards all round.
Individuals acting as part of a group have needs that differ from those of
the group. However, it is important for individuals to feel they belong. Find a
way to balance the needs of the group with those of individuals. For example,
tell staff that if the group meets its major objectives, you may be able to
satisfy individual requirements. Do not, of course, promise what you cannot
deliver.
Motivation Outside the Workforce:
One of the areas in which individuals tend to satisfy their motivational
needs outside work is sports activities. It is interesting to note the effort
that people put into such endeavours, for which they are unlikely to gain
material reward. Try to motivate your staff to apply as much effort in the
workplace as they would in a team sports event by making work as much fun as
possible. A shrewd motivational strategy is to encourage your staff to take up
team activities outside the workplace in order to improve their teamwork skills.
Satisfying Basic Needs:
Psychologist Frederick Herzberg developed a "two-factor" theory of motivation
based on "motivators" and "hygiene factors". Hygiene factors - basic human needs
at work - do not motivate but failure to meet them causes dissatisfaction. These
factors can be as seemingly trivial as parking space or as vital as sufficient
holiday time, but the most important hygiene factor is finance. A manager should
try to fulfil staff members' financial needs. People require certain pay levels
to meet their needs, and slow income progression and ineffective incentives
quickly demotivated. Fear about lack of security in a job also greatly
demotivates staff.
Points to Remember:
* The effects of getting hygiene factors right are only temporary
* The results of getting hygiene factors wrong can cause long-lasting
problems
* The more choice people can exercise over both hygiene factors and
motivators, the better motivated they will be
* Job insecurity undermines motivation at all levels
* Recognising good work is as important as rewarding it
Ensuring Motivation:
The second of Herzberg's two factors is a set of "motivators" that actually
drive people to achieve. These are what a manager should aim to provide in order
to maintain a satisfied workforce. How much a person enjoys achievement depends
purely on its recognition. The ability to achieve, in turn, rests on having an
enjoyable job and responsibility. The greater that responsibility, the more the
individual can feel the satisfaction of advancement. Motivators are built around
obtaining growth and "self-actualisation" from tasks. You can raise motivation
in your staff by increasing their responsibility, thereby "enriching" their
jobs.
Heightening Workplace Motivation:
Achievement: Reaching or exceeding task objectives is particularly
important because the "onwards-and-upwards" urge to achieve is a basic human
drive. It is one of the most powerful motivators and a great source of
satisfaction.
Recognition: The acknowledgment of achievements by senior staff
members is motivational because it helps to enhance self-esteem. For many staff
members, recognition may be viewed as a reward in itself.
Job Interest: A job that provides positive, satisfying pleasure to
individuals and groups will be a greater motivational force than a job that does
not sustain interest. As far as possible, responsibilities should be matched to
individuals' interests.
Responsibility: The opportunity to exercise authority and power may
demand leadership skills, risk-taking, decision-making and self-direction, all
of which raise self-esteem and are strong motivators.
Advancement: Promotion, progress and rising rewards for achievement
are important here. Possibly the main motivator, however, is the feeling that
advancement is possible. Be honest about promotion prospects and the likely
timescale involved.
About the Author
Daniel Gibbins is a Managing Director for a Norfolk based Web Development
Company, covering Web Design, SEO, Hosting and Copywriting services. He has
Qualified Teacher Status in the UK and is registered member of the General
Teaching Council of England. He holds advanced qualifications and degrees in
English Literature & Language, Computer Science and History.
Daniel has experience in Audit, Retail, Customer Service and Busienss
Operations.
For more information and support on how to motivate your staff, visit our
website for more articles on this subject:
www.cortinawebsolutions.co.uk
Follow us @Scopulus_News
Article Published/Sorted/Amended on Scopulus 2007-04-29 12:35:12 in Employee Articles
