If an individual believes that the return they are getting is equal to that of other employees, then the individual will be content. However, the opposite will occur if the individual perceives there to be inequity. Bennett goes on to suggest that if individuals compare the inputs of their jobs with the outputs experienced, and perceive that they are not paid enough, an individual will reduce their efforts. A drawback to this theory is that it is difficult to measure an individual's perception of equity as well as identifying the inputs and outputs from a job (Kreitner et al,
Maslow's Need-Hierarchy Theory Maslow’s need hierarchy also is one of the famous motivation theory with five instinctive need arranged in a hierarchy, whereby people are motivated based on each level of the hierarchy According to Maslow, employees have five levels of needs which are physiological, safety and security, belongingness, and self-actualization. Maslow argued that each level must to fulfil before move to another level of the hierarchy. Maslow described the human needs which need to fulfil from the lowest to the highest in the. The provision of these needs changes people or employee behaviour in the task towards achieving organizational objectives. He pointed out that when a set of needs is satisfied, it is no longer able to motivate
The most famous motivation theory is Abraham Maslow 's hierarchy of needs. Maslow theory suggested five stages of basic human needs that motivate our behavior. In Maslow hierarchy theory, the needs have separated into lower-order needs and higher-order needs. It argued that needs must be satisfied in a hierarchy starting with the lowest level. The lowest level of needs starts with physiological needs and continue with safety needs.
Saul McLeod defines it in his article “Maslow 's Hierarchy of Needs” as Maslow’s way to understand what gets individuals motivated to achieve things needed. Maslow (1943) stated that people are motivated to achieve certain needs (Saul McLeod, Maslow’s Hierarchy of Needs, 2007). Maslow 's pyramid of needs forms up from five basic factors. The author states that the needs are divided into 2 stages; basic needs and growth need. The basic needs are physiological, safety, love, and esteem needs and the growth need is self-actualization.
It narrows your ability to think clearly, function effectively, and enjoy life. Effective stress management, on the other hand, helps you break the hold stress has on your life, so you can be happier, healthier, and more productive. The ultimate goal is a balanced life, with time for work, relationships, relaxation, and fun—and the resilience to hold up under pressure and meet challenges head on. But stress management is not one-size-fits-all. That’s why it’s important to experiment and find out what works best for you.
Maslow 's Hierarchy of Needs Maslow’s theory of hierarchy of needs is a science of the mind and motivational theory that consists of five tier models that relate human needs, often shown as a pyramid of hierarchical levels. Maslow, in his theory, states that The people are inspired to attain undeniable needs and concentrate more on some needs than others. Most essential needs begins from the physical survival, which is the first thing that stimulates our behavior. One the occasions that these needs are contented, more needs aside basic survival takes place and the process goes on. We can divide 5-tier model into two parts Deficiency Needs Growth Needs The first four levels from bottom to top are considered as or are mentioned as deficiency needs or D-needs, while the top ones are called growth needs or being needs, they are also called B-needs.
In the 1970s, the psychologist Abraham Maslow suggested that people are motivated by a hierarchy of needs.This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other, more advanced needs. The preface:
Herzberg argued further that eliminating the causes of dissatisfaction (through hygiene factors) would not result in a state of satisfaction; instead, it would result in a neutral state. Motivation would only occur as a result of the use of intrinsic factors. Empirical studies (Kinnear and Sutherland, 2001; Meudell and Rodham, 1998; Maertz and Griffeth, 2004) have, however revealed that extrinsic factors such as competitive salary, good interpersonal relationships, friendly working environment, and job security were cited by employees as key motivational variables that influenced their retention in the organizations. The implication of this therefore is that management should not rely only on intrinsic variables to influence employee retention; rather, a combination of both intrinsic and extrinsic variables should be considered as an effective retention strategy. Based on a review of the literature, many studies have investigated employees intentions to exist, for example Eskildsen and Nussler (2000) in their research suggested that employers are struggling to be talented employees in order to maintain a successful business.
Thus, the rewards are used as a key tool to record behavior and activities in order to attract and retain the most competent employees and keep them satisfied and motivated (Bellenger, Wilcox et al. 1984, Bratton and Gold 2003, Rynes, Gerhart et al. 2004). Benefits are not linked with employee performance and for this reason some employees may perceive them as a part of the organizations social responsibility action. For employee benefits to be effective motivational tools, they must be properly
Researches have clearly shown that after a certain basic point, increases in material well-being don’t seem to affect how happy people are. Lack of basic resources, material resources, contribute to unhappiness but the increase in material resources does not increase happiness. You become happy and satisfied only if you follow your passions, and I cannot stress this