Maslow’s Hierarchy of Needs
This
is a theory of individual development and individual differences and the people
are wanting beings and always want and demand more, depending on what currently
possess
The
underpinning philosophy is that, an unsatisfied need creates tension and a
state of disequilibrium and adds the dimension of goals into the theory. Such
goals would lead to stability and equilibrium once a goal is achieved. All
behavior therefore is guided by needs
Figure
1: Maslow’s hierarchy of needs
Source:
Physiological needs
This advice and explains
that in order to satisfy physiological needs, the organization may ensure a
level pay that enables a person to buy food and clothing and have adequate
housing
Safety needs
This
suggest that the provision of job security, adequate medical benefits and safe
working conditions as other ways of satisfying safety needs
Social needs
These
types of needs suggest that creating and promoting good interpersonal
relations, friendly supervision, professional assessment, corporate identity
and social interaction go a long way in satisfying the need to belong
Self-esteem
needs
Self-esteem
needs suggests that promotions, recognition of performance, respect and giving
credit as some ways of satisfying self- esteem needs
Self-actualization
needs
Satisfying
self- actualization needs, according to Mette,
et al., (2017) entails giving employees the opportunity to use their
skills and abilities to the fullest extent possible and becoming all, they can
be.
Figure
2 : Hatton National Bank Collective Agreement 2018-21
Source
:
With my experience over 15 years as a Banker working for a premier Bank
in Sri Lanka, collective bargaining in demanding the needs of the employees are
basically done through Employee Union mediation called Ceylon Bankers Employee
Union (CBEU). And once in every three years the CBEU negotiate for worker
benefits and wage increases through a Collective Agreement. Maslow’s Hierarchy
of needs theory has an intuitive appeal and has been very useful and influential
in the field of conflict resolution relevance to employee demands and
negotiations
References
Agarwal, R., Shirke, A. & Panackal, N., 2020. Enablers
of the Collective Bargaining in Industrial Relations: A Study of India’s
Industrial Policies Through ISM and MICMAC Analysis. The Indian Journal of
Labour Economics, 63(3), pp. 781-798.
Armstrong, M. & Taylor, S., 2020. Armstrong's handbook
of human resource management practice. United States: Kogan Page Publishers.
Armstrong, N. & Smith, D., 2015. Cricket. Cetura, Volume
5, pp. 104-107.
Benz, A. & Sonnicksen, J., 2018. Advancing backwards:
Why institutional reform of German federalism reinforced joint
decision-making. The Journal of Federalism, 48(1), pp. 134-159.
Campbell, S. & Weststar, J., 2020. Peering Inside the
“Black Box”: The Impact of Management-Side Representatives on the Industrial
Relations Climate of Organizations. Labor Studies Journal, 45(3), pp. 250-272.
DailyMirror, 2018. Pressreader. [Online] Available at: https://www.pressreader.com/sri-lanka/daily-mirror-sri-lanka/20181019/282544429278507[Accessed
02 December 2020].
Doellgast, V. & Benassi, C., 2020. "Collective
bargaining." In Handbook of research on employee voice. Cheltenham Glos:
Edward Elgar Publishing.
Gahan, P., Pekarek, A. & Nicholson, D., 2018. Unions and
collective bargaining in Australia in 2017. Journal of Industrial Relations, 60(3),
pp. 337-357.
Kang, Y., 2019. Freedom of Association and Collective
Bargaining in Minority Trade Unions: By Youbin Kang, PhD Student, Department
of Sociology, University of Wisconsin–Madison, The United States of America. International
Labor Rights Case Law, 5(2), pp. 158-163.
Kohler, S. & Schlag, K. H., 2019. Inequality Aversion
Causes Equal Or Unequal Division In Alternating‐Offer Bargaining. Bulletin of
economic research , 71 (1), pp. 47-57.
López‐Andreu, M., 2019. Employment institutions under
liberalization pressures: Analysing the effects of regulatory change on
collective bargaining in Spain. British Journal of Industrial Relations, 57(2),
pp. 328-349.
McLeod, S., 2007. Maslow's Hierarchy of Needs. Simply
Psychology, Volume 1, pp. 1-8.
Mette, J. et al., 2017. “It’s still a great adventure”–exploring
offshore employees’ working conditions in a qualitative study. Journal of
Occupational Medicine and Toxicology, 12(1), p. 35.
Tebetso, T. T., 2020. THE ROLE OF BOTSWANA TRADE UNIONS IN
PROMOTING EMPLOYEE RELATIONS IN AN ORGANISATION: THE CASE OF BOTSWANA
EXAMINATION COUNCIL.. Revue Européenne du Droit Social , 48(3), pp. 118-126.
According to the Maslow (1943), person must satisfy lower level need to go for a higher need. But According to the Zimmerman (2019), needs are not in a staircase hierarchical way and can be activated more than one need at a same time. If bargains done according to the hierarchical it will be difficult for the employees who has different need in different step in hierarchical at the same time.
ReplyDeleteYes Rumesh, An organization may find employees with needs spread across the spectrum from Physiological needs to the Self-actualization needs and therefore, an organization should identify the need of the our with priority to address the issues of employees then and their eventually achieving employer goals as well(Gambrel & Cianci, 2003).
DeleteAccording to Jerome (2013), if a man’s physiological needs are fulfilled by only 25% then there will be no sign of emerging the safety needs. But if his physiological needs are fulfilled to the level of 50% then the emergence of the safety needs could be observed. Therefore, an employee can be satisfied in different percentages in all levels of the hierarchy without even a single level is not 100% fulfilled. Maslow (1954), explains that lower levels should always have a higher percentage of satisfaction than the immediate higher level if he is to be satisfied for a longer period of time.
ReplyDeleteVery correct Chamila, an organization should always give priority to the need of the majority (lower levels of need) to keep the interest of bulk of the workers, since individuals are motivated by unsatisfied needs to perform better(Zalenski & Raspa, 2006).
DeleteAdding that there are debate on Maslow’s Hierarchy of Needs theory. Nadler & Lawler (1979), argue that the theory makes the following unrealistic assumptions about employees in general that; all employees are alike, all situations are alike and that and there is only one best way to meet needs.
ReplyDeleteNo Isuru, theory clearly defines that there are five layers of needs from Physiological to the Self-actualization. Therefore Maslow grouped the five needs into two categories - Higher-order needs and Lower-order needs. The physiological and the safety needs constituted the lower-order needs. These lower-order needs are mainly satisfied externally. The social, esteem, and self-actualization needs constituted the higher-order needs(Rouse, 2004).
DeleteMaslow's Need theory is certainly the foundation for organizations to apprehend the motivation levels/needs of individuals; in contrast, an employee's journey up on the pyramid from deficiency level to growth level, does makes it difficult for managers to understand where exactly is the employee. This impedes the deployment of correct human resource management practices in place for motivational purpose (Armstrong, 2013). Basic needs should always not require to be satisfied to proceed up to the next step in ladder(Salanova & Kirmanen, 2010). The needs of people vary from person to person or based on situations (Armstrong, 2013). Basic needs should always not require to be satisfied to proceed up to the next step in ladder(Salanova & Kirmanen, 2010). I appreciate your perspective related to applying the Theory to identify and justify the need for trade unions to speak on behalf of employee needs, then again, the organizational culture and even a nation’s culture decides the formation and involvement of trade unions in organizational decisions; i.e., State of Qatar and Qatar Airways do not entertain TUs.
ReplyDeleteYes Asitha, the major problem with Maslow's hierarchy-of-needs theory is that it cannot be verified empirically, because there is no proper method to measure accurately how satisfied one level of need must be before the next higher need becomes operative, however by analyzing the visible benefits already enjoying by a segment one can suggest that the next level of need is such(Guss, et al.,2017).
DeleteHi Kelum, When it comes to Needs safety requirements, managers should provide employees with job security, a safe and hygienic work environment and retirement benefits. When it comes to respectful needs, managers can appreciate and reward employees for meeting and exceeding employee goals. A qualified employee can be given a higher job/position within the organization (Maslow, 2013). When it comes to self-verification requirements, managers can provide challenging job opportunities that take full advantage of the employees' skills and skills. Moreover, they can provide growth opportunities so that they can reach peak levels (Jerome ,2013).
ReplyDeleteYes Thilini, theory is interested in a broad spectrum of human psychological needs rather than on individual psychological problems to correctly address the segment of employees with their level of need(Huitt, 2007).
DeleteThe two main premises of Maslow's theory are considered for their appropriateness to the ancillary staff. The first relates to the structure of human motivation into five types of needs that increase in complexity. The second explains the dynamic relationship between these needs determined by their level of satisfaction and importance (Smith, 2003).
ReplyDeleteNo.. Malithra, while the theory is generally portrayed as a fairly rigid hierarchy, Maslow noted that the order in which these needs are fulfilled does not always follow this standard progression(Gambrel & Cianci, 2003).
DeleteAdegoroye, Oladejo and Moruf (2012) found that innovative recruitment practices were ranked high at influencing performance of banks. An effective staffing strategy requires in-depth planning for the recruiting process to ensure efficiency and generation of a qualified applicant pool and also ensure an optimal fit between employees and the strategic needs of the organization (Mello, 2006).
ReplyDeleteFurther, going through innovation, by using pre-employment assessments that incorporate video technology for instance very simply collects data on features like verbal response, eye movements and non-verbal communication and uses this information to predict a candidate’s likelihood of success in candidates future job(McCormack,2014).
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