Limitations Of Maslow's Theory Of Employees

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The managers must identify the need level at which the employee is existing and then those needs can be utilized as push for motivation.

2.5.1.2 Limitations of Maslow’s Theory
1. It is essential to note that not all employees are governed by same set of needs. Different individuals may be driven by different needs at same point of time. It is always the most powerful unsatisfied need that motivates an individual.
2. The theory is not empirically supported.
3. The theory is not applicable in case of starving artist as even if the artist’s basic needs are not satisfied, he will still strive for recognition and achievement.

2.6 Herzberg’s motivation theory
Herzberg’s motivation theory is one of the content theories of motivation. The main
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It draws attention to job design and makes managers aware that problems of motivation may not necessarily be directly associated with the work. Problems can often be external to the job.

2.7 Employee Performance
“Employee performance also known as job performance is in fact influenced by motivation because if employees are motivated, they will do their work with additional effort, perseverance and by which performance will ultimately improve” (Azar and Shafighi, 2013). Employee performance reflects to whether an employee executes his duties and responsibilities well.

Organizations assess employee's performance on an annual or quarterly basis in order to define certain areas that need improvement. Performance is a critical factor in organizational success. Various factors like skills, training, motivation, dedication, welfare, management policies, fringe benefits, salary and packages, promotion, communication etc. are responsible to encourage the people to work sincerely and give their best
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• Involvement of employees in their jobs increases.
• Increase in company’s Goodwill.
2.7.2 Measuring job performance
According to Kostiuk and Follmann (1989) “in nearly all organisations, employee performance is measured by supervisory ratings; still these data are not very useful given that they are highly biased”. Moreover, Bishop (1989) stated to this that in most jobs an objective measure of productivity does not exist. Bishop (1989) also claims that the reliability of an employee performance is favorable only when the conditions of work are favorable and stable. Therefore it becomes harder to measure one’s performance objectively.

Perry and Porter (1982) reported that “despite the lack of accepted criteria the performance of employees will still be calculated”. Perry and Porter (1982) and Bishop (1989) both argue the problem of objective measuring, however according to Bishop (1989) the problem even increases because most employers believe they can rate the productivity of their employees, and that it is done in an inefficient

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