The expanded Maslow hierarchy of needs

The expanded Maslow hierarchy of needs
Human as a rational animal, any kind of labor (human resource) should have a motivational driver to do their job efficiently or minimal supervision. It could be either monetary or psychological factor. According to Maslow there is a hierarchy of need which drives human needs. This might affect irrespective of the work design or the job design in place in the organization. We have seen Taylorism, Fordism and nowadays we have arrived to the digital world which talks about agility in the workplace with the knowledge based work environments.


It is important to note that Maslow's (1943, 1954) five stage model has been expanded to include cognitive and aesthetic needs (Maslow, 1970a) and later transcendence needs (Maslow, 1970b).
Changes to the original five-stage model are indented and include a seven-stage model and a eight-stage model, both developed during the 1960's and 1970s.
1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
2. Safety needs - protection from elements, security, order, law, stability, etc.
3. Love and belongingness needs - friendship, intimacy, affection and love, - from work group, family, friends, romantic relationships.
4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.
5. Cognitive needs - knowledge, meaning, etc.
6. Aesthetic needs - appreciation and search for beauty, balance, form, etc.
7. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences.
8. Transcendence needs - helping others to achieve self-actualization.
However, this will not be appropriate for the all of the work environments, therefore it will be again subject to how they have designed and built the organizations. But we have seen living example of companies have evolved with the use of Autonomous Work Groups, Toyota Production Systems etc. Again, these systems were not just born out of the sky or successes of the system were not just perfect because these are rule of thumb. These were evolved from the practice of small improvements and nutrition of the required factors such as top management commitment, culture, knowledge of the people etc.
In this team formation process, sometimes it will take time to form a team to work effectively, in other words there is a stages of team development. Especially, in the first stages like forming, storming stages might have little output compared to stages like norming and performing. On the other hand, within a team each member has to pay a different type of roles to achieve desired objectives.
Another concept would be to bring flexibility into teams; a flexible company is willing to try new approaches, even when the old ways are working fine. Continuous approach of this always tender to foster innovations and bring down cost cutting in the organizations. Therefore, it paramount important to promote types of flexibility such as functional, numerical, financial etc. within the teams as well as with companies to pave the way into innovations and cost cutting rather than stick into rigidity.
Conclusion
When designing the work or the job, there should be a clear idea how efficient the workers are willing to work. Different approaches make different environments in the organization. Nowadays digitalization plays a major role if an employer includes this, there will be an ice breaking point in the organization.  
Best practice at MAS Linea Clothing
From 2007 (when the concept TLGL implemented) we have conducted researches to find the best method in managing people. In 2011 we have finalized SOP’s (Standard On Process-it’s a standard document which include how to a desired work systematically) in job roles & responsibilities for each and every position including TL,GL & managers, where the SOP is evaluate annually.



References
Ø  People and Originations: Principles and Practice in Global Contexts, HRM and the Design of Work.
Ø  Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, 50(4), 370-96.

Ø  Maslow, A. H. (1954). Motivation and personality. New York: Harper and Row.


Ø  Maslow, A. H. (1970b). Religions, values, and peak experiences. New York: Penguin.

Comments

  1. Dimuthu ThammitageDecember 24, 2017 at 5:28 PM

    Nicely approached to the topic with simple descriptions and criticism at the end. Would have been better if you could describe further a bit on application at your work place with the relationship to the theory. Overall, a very good writing.

    ReplyDelete

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