Maslow 's Hierarchy Of Needs Theory Essay example

Maslow 's Hierarchy Of Needs Theory Essay example

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Maslow’s Hierarchy of Needs Theory can possibly give an explanation to the manager’s actions. Specifically, the lower-order need “Safety”. The manager changed the free food policy from 6 hours to 12 hours in order to protect the stability of the company, his bonus, and stop employees from bad behavior. Under Alderfer’s ERG Theory the manager was pursuing his “Growth Needs.” He attempted to stop a behavior that tarnishes his work record and prevents him from receiving a bonus. Subject to McClelland’s Acquired Needs Theory the manager catered to the “Need for Achievement.” The manager hoped the policy change would be successful by stopping the bad behavior, and raise percentages back up. “Motivator Factors” under Herzberg’s Two-Factor Theory could clarify the manager’s decision as well. He took action in order to receive recognition and advancement through a pay bonus. Equity Theory could explain this situation; the manager felt it was unfair that the employees got a free meal every 6 hours, won’t pay for damaged product, would eat food for free during their shift, and he would not receive a bonus because of their actions. According to the Expectancy Theory it could be argued that the manager expected the employees to act a certain way that which did not damage or misuse product. Because employee performance and effort was not acceptable to the manager action had to be taken. Finally, the Goal-Setting Theory could shed light on the managers decision as well. When the employees did not meet the goal of the company by keeping food waste and product unused percentages low the manager changed the hours. The best possible interpretation of the manger’s actions would be Alderfer’s ERG Theory. The manager acted in a way to obtain his bonus...


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...of respect described in the situation indicate very few personal relationships are formed within the company. The looming threat of termination at any time causes employees to be less social and approachable. The lack of interpersonal relationships is a big factor on staff mood and overall staff productivity. The “Need for Power” from McClelland’s Acquired Needs Theory is observed by the manager’s installation of a lie detector. This new policy needs to be revoked and apologized for. The environment it creates it not worth the little useful information it can obtain. Doing so will decrease job dissatisfaction by improving the relationship with subordinates. In conclusion, achievable goals and the removal of the lie detector will instill “Motivator Factors” and fill the “Affiliation Need” people have; creating a better work environment and ultimately lower percentages.

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