Organisations can use Maslow’s theory as a framework to advance different rewards to their employees, as knowing the different needs and stages the employees are at on the hierarchy of needs means they can give meaningful rewards out. Which should in turn motivate the employees to do better. However, mangers will need to take into consideration that not all people move up the hierarchy at the same time meaning managers should have individual incentives for their employees depending on what stage they are at. (Sadri & Brown, 2011). For example, Thomas Cook Group was shown to have a clear and good correlation when it came to recognition, performance and engagement of their employees, due to this they decided that this needed to be maintained,
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(Thomas Cook Group 2013) On the other hand, Maslow’s Hierarchy of needs theory could not be effective in a working environment due to his research being very bias, this is because his analysis mainly focused on educated white males, which makes it unfair to use the theory on females, also making is harder to generalise his theory. Maslow’s theory states that the need for hungry should be met first before an individual can fall in love. However, this is in correct as for people that live-in poverty they are still able to fall in love when they are unable to fulfil their needs for food and water. This is the same with individuals reaching the self – actualization stage on the hierarchy of needs as there are many people that have live in poverty most of their life yet they have reached the highest level of needs, for example Van Gough. (Tay & Diener 2011) In 1966 Frederik Herzberg put forward the two-factor theory on motivation unlike like Maslow’s hierarchy which states there are five needs. The two factors are; Motivator factors is the content of the work, this could include recognition progression, the work its self, responsibilities and growth, whereas hygiene factors are the work context for example; the conditions of the work place and the salary. Herzberg thought that organisation could try and motivate their employees by putting in place a democratic approach to managing, while also trying to improve the content …show more content…
(Yang, 2011). Locke & Latham (1990) came up with the goal setting theory for the workplace, this is because they believed that the proposes of work motivation is subjective by the specifics and difficulties of goals in a workplace. They suggest that there are four elements that explain and predict work behaviour. These are; higher difficulty of goals means higher level of performance. Specific goals mean higher level of performance. Participation in goal setting means improved performance and past results knowledge and feedback is necessary for goal achievement. (Buchanan & Huczynski 2017). This theory can be effective as it is a technique that is used by organisations to have incentives for employees for them to complete task and goals quickly and effectively. It can also be effective as goal setting should lead to better performance as it will increase the motivational levels of employees and be improving the feedback quality. On the other hand, there are limitations to the goal setting theory. Some of these limitations are; some employees could lack certain skills that is needed to perform steps for the end goal which can in turn lean to undermining of the employee’s performance. Also, some of the organisations goals could clash with managerial goals, which will have a negative effect on the performance of the employees.
(Thomas Cook Group 2013) On the other hand, Maslow’s Hierarchy of needs theory could not be effective in a working environment due to his research being very bias, this is because his analysis mainly focused on educated white males, which makes it unfair to use the theory on females, also making is harder to generalise his theory. Maslow’s theory states that the need for hungry should be met first before an individual can fall in love. However, this is in correct as for people that live-in poverty they are still able to fall in love when they are unable to fulfil their needs for food and water. This is the same with individuals reaching the self – actualization stage on the hierarchy of needs as there are many people that have live in poverty most of their life yet they have reached the highest level of needs, for example Van Gough. (Tay & Diener 2011) In 1966 Frederik Herzberg put forward the two-factor theory on motivation unlike like Maslow’s hierarchy which states there are five needs. The two factors are; Motivator factors is the content of the work, this could include recognition progression, the work its self, responsibilities and growth, whereas hygiene factors are the work context for example; the conditions of the work place and the salary. Herzberg thought that organisation could try and motivate their employees by putting in place a democratic approach to managing, while also trying to improve the content …show more content…
(Yang, 2011). Locke & Latham (1990) came up with the goal setting theory for the workplace, this is because they believed that the proposes of work motivation is subjective by the specifics and difficulties of goals in a workplace. They suggest that there are four elements that explain and predict work behaviour. These are; higher difficulty of goals means higher level of performance. Specific goals mean higher level of performance. Participation in goal setting means improved performance and past results knowledge and feedback is necessary for goal achievement. (Buchanan & Huczynski 2017). This theory can be effective as it is a technique that is used by organisations to have incentives for employees for them to complete task and goals quickly and effectively. It can also be effective as goal setting should lead to better performance as it will increase the motivational levels of employees and be improving the feedback quality. On the other hand, there are limitations to the goal setting theory. Some of these limitations are; some employees could lack certain skills that is needed to perform steps for the end goal which can in turn lean to undermining of the employee’s performance. Also, some of the organisations goals could clash with managerial goals, which will have a negative effect on the performance of the employees.