Motivating in Organizations

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Maslow’s hierarchy of needs

As discussed in (Montana and Charnov, 2008, pp.238-239), human beings have various needs, which are grouped into a number levels that is the hierarchy of needs. Chiefly, this theory applies well for creative people, who oftentimes utilize their talents as well as capabilities and potentials. As pointed out in (Messmer 2011, pp.5-12), Maslow’s theory on hierarchy of needs is imperative in comprehending human motivation and related human behaviours. Specifically, each individual working in an organisation is motivated by different needs. Where a person’s basics needs are generally naturally occurring. According to Maslow, a person’s needs are arranged in a hierarchy. The hierarchy of needs consists of the following needs; on the lowest level are the biological as well as physiological needs, which are made of items like food and shelter along with other very basic items like clothing.

The second level of needs is the safety needs, where a person’s protection against all kinds of harmful things like law and insecurity feature. Third is the belongingness together with love needs, which encompasses interactions in social settings like family, workplaces and others. Fourth is the esteem needs, which mainly touch on achievement, personal image as well as responsibility and status of a person. At the top most part of the hierarchy is the self actualisation needs, needs which relate to a person’s growth as well as fulfilment in life (Montana and Charnov, 2008, pp.238-239).

These needs should be met in turns, where the lowest level needs, which are the biological along with physiological needs, are addressed first before moving to higher level needs. By the same token, when low level needs are not sufficient...

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...izations, however the extent of such effects varies across organizations. In such instances, transformational leadership encourages employees to endure hard work situation issues. For that matter, leaders who encourage individuality and deprive employees’ power to make decisions significantly influence high levels of work related stress in employees, which in eventually takes a toll on service delivery.

Works Cited

Wolfram, H and Mohr, G. 2009. Transformational leadership, team goal fulfilment, and follower work satisfaction: The moderating effects of deep level similarity in leadership Dyads. Journal of Leadership & Organizational Studies. 15, p.260-274.

Woolley, L., Caza, A and Levy, L., 2011. Authentic Leadership and follower development: psychological capital, positive work climate, and gender. Journal of Leadership & Organizational Studies. 18, p.438-448.

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