BM KK2

• Maslow's hierarchy of needs


  He proposed that humans were motivated to satisfy five needs in a particular order. Lower order needs must be met before a person is motivated to satisfy the subsequent needs in the hierarchy. Once a need it satisfied, it no longer motivates an employee and the next level in the hierarchy drives their behaviour.
• Safety and security needs

  • Humans have a desire to avoid environments or events that pose a risk to their physical, mental or emotional health. Safety needs include avoiding physical harm, while security needs including having a stable income.
• Social needs

  • Social needs are the desires for interpersonal relationships across all aspects of an individual's life, including within and outside of the workplace. For an employee, a relationship at work may be between themselves and their peers or managers.
• What might social needs look like?

  Apply: what might this look like?
• Esteem needs


  • As employees progress through the hierarchy, they will desire increased prestige, attention and independence. In the workplace, employees seek to satisfy their esteem needs by achieving higher job status, prestigious job titles or bonuses.
• Self-actualisation (getting things done)

  • The final need in Maslow's theory relies on intrinsic motivation, or drive that comes from within an individual to accomplish their goals. Unlike the other tiers, external factors are no longer motivators and individuals are instead driven by personal interest and satisfaction. Employees who reach the top tier aim to achieve personal growth and advancement through their work.
• How can managers support self-actualisation?

  Managers can support employees at the self-actualisation stage by providing them with challenging work, and by giving opportunities to further develop and to be creative.
• Advantages of Maslow's hierarchy

  Can give managers a clear path to motivate employees, Can help a manager to determine which level is motivating an employee, Employees who reach self-actualisation can improve business performance to a higher degree.
• Disadvantages of Maslow's hierarchy

  Can be difficult to measure if employee needs are being satisfied, Assumes all employees are motivated in the same order, Assumes that there are no other core needs which can motivate employees.
• Clarity


  Goals should be specific and easy to measure. Employees should be able to clearly understand what is expected of them.
• Commitment


  Employees should be involved in setting their goals. Goals should incorporate the personal interests of employees.
• Challenge


  The goal should be difficult enough to encourage employees to improve in order to achieve it.
• Task complexity


  The goal should not overwhelm employees and should be achievable. Employees should receive adequate training and time to achieve their goals.
• Feedback


  Managers should provide regular support to employees and adjust goals as needed. Managers should constantly monitor the progress of employees to keep them on track.
• Advantages of Locke & Latham's goal setting theory

  Goals can align employee efforts with achieving business objectives to improve business performance, Setting goals with employees can improve their relationship and trust with management.
• Lawrence and Nohria's Four Drive Theory


  The four drive theory is a motivation theory that suggests that employees strive to fulfil four fundamental needs: the drive to acquire, the drive to bond, the drive to learn, and the drive to defend.
• Drive to acquire


  • The desire to achieve rewards and high status. Employees with this drive are motivated by both financial rewards and non-financial rewards.
• How can managers fulfil the drive to acquire?

  Managers can increase employee motivation and fulfil the drive to acquire by rewarding the employees who contribute to the business objectives. Financial rewards include bonuses for reaching performance goals, raise in wage, increase in salary due to promotion. Non-financial rewards include clear pathways for a promotion, prestigious job titles, increase in range of responsibilities and tasks.
• Drive to bond


  • The desire to participate in social interactions and feel a sense of belonging. Employees with this drive are motivated to engage in social activities with others to develop positive working relationships.
• Drive to learn


  • The desire to gain knowledge, skills and experience. Employees with this drive are motivated to improve their capabilities at work through training, mentoring and taking on new tasks.
• How can managers fulfil the drive to learn?

  Managers can increase employee motivation and fulfil the drive to learn by implementing programs that education and upskill employees. They can also ensure that jobs are rotated regularly, so that employees have a range of skills.
• Drive to defend


  • The desire to protect personal security as well as the values of a business. Employees with this drive are motivated in two ways: on an individual level to protect themselves from harm (fair treatment, job security, trust in managers), and on a collective level to protect the business from harm (a sense of pride in the business = protect business from competitors and negative publicity).
• How can managers fulfil the drive to defend?

  Managers can motivate employees and fulfil the drive to defend by aligning their vision and policies with employee values. They can also lead by example and treat employees fairly to increase trust.
• Advantages of Four Drive Theory

  It can provide managers with a simple framework to motivate their employees, A manager can motivate all employees by encouraging all four drives simultaneously, A manager can target the specific drives of individual employees, Fulfilling the drive to bond can improve teamwork and corporate culture.
• Disadvantages of Four Drive Theory

  It may be difficult for a manager to manage all four drives at the same time, If one or more drives are left unmet, employees may lose satisfaction, Focusing on gaining individual rewards can cause employees to compete with each other, Employees may not value all drives equally.