Abraham Maslow's hierarchy of needs suggests that motivation depends on the psychological requirements of the employees. In working conditions, this is met by establishing a conducive working environment and the establishment of health and safety policies (Kremar and Hammond, 2013). For an organization to succeed, effective teamwork plays a significant role in its sustainability.
In his equity theory, Adams argued that the personnel strive for fairness and justice within a firm. Employees evaluate the level of equity and impartiality employed by the employer while motivating them (Adams, 1965). For enhancing justice and fairness in employee motivation, organizations should balance the workforce's inputs to the job against the outputs.
The purpose of this essay is analyzing how Tesco can make use of Maslow's Hierarchy of Needs and Adams theory in motivating people to work for the company.
What Motivates People at Work
Maslow's Hierarchy of Needs Application
Maslow's theory suggests different individuals get driven by various factors depending on what they want to achieve from work. Tesco values every employee's idea while making strategic decisions on how to improve customer based services. According to Cianci and Gambrel, (2003), to motivate the workforce at Tesco, the management should arrange all human resource management policies in a manner that addresses the physiological needs. The company should ensure regular and avoid delays in paying the employees. Further, for Tesco to motivate the personnel, the management should create a conducive working environment and offer the necessary resources for accomplishing the set goals.
The core goal of Tesco is giving every customer an excellent experience by providing improved quality, stronger range, and better services. Since only the experienced employees can assist the company in accomplishing the set goals, application of Abraham Maslow's Theory that job security and safety motivates employees should not get taken for granted. As argued by Malows, (1943), while motivating employees for Tesco, the company should establish health and safety policies that relate to the feelings and freedom from threats to one's existence in the job. Further, creating of employee based insurance and pension schemes motivates employees to work towards reaping Tesco's maximum productivity.
Further, Abraham Maslow's theory argued that building firm employees relations within the company play a significant role in their motivation to carry out their tasks. Tesco should encourage teamwork amongst the employees since this can motivate their performance (Kremer and Hammond, 2013). Based on the company's critical leadership skills, Tesco trusts and colleagues and looks forward to achieving more results together. Also, people can get motivated if Tesco encourages creativity and innovation by investing in new technologies that cope with existing market trends. With teamwork and a mutual integration of employees efforts further can motivate the personnel in different departments at Tesco.
Adams Equity Theory Application
Adams's Equity theory emphasizes that companies should eradicate all aspects of inequity when it comes to promoting the personnel or allocating bonuses. In the circumstance that certain employees realize that they receive less pay for the same contribution as others carrying out the same duty, they feel demotivated (Churchard, 2013). Tesco should balance the input value of an employee to the firm as well as the output gained by the person after conducting their roles. For example, employees feel motivated when they get compensated for overtime working hours.
Motivated employees maximize their efforts to achieving optimal productivity of a company. The management of Tesco should understand that, for the company to reap maximum returns, employees also expect a fair return for their efforts. According to Churchard, (2013) colleagues doing a similar job, having the same experience and qualification should get rewarded the same salary.
Recognizing employees efforts to Tesco’s performance in all stalls can motivate them. According to Adam’s equity theory, (1965), employees feel motivated if they get given time to relax and still earn a portion in their net salaries. Further, Tesco should motivate staff by organizing recreational activities at the expense of the company. Steel and Konig, (2006) further argues that people get motivated to doing their best and ensuring organizational effectiveness if they get recognized in decision-making approaches for the company. Recognizing that one has the right skills, education, and experience in advising the business motivates the responsible employee.
Based on motivation theories, the management authorities of all companies understand that motivated staff assists the organization in improving productivity. However, different firms have different approaches for motivating their employees. While motivating employees encourage high performance, demotivated employees remain opposed to changes and policies implemented by the management. Therefore, companies should adopt effective motivation policies such as designing pay systems, employees review programs, and offer training and development opportunities to improve productivity.
Adams, J. S. (1965) ‘Inequity in social exchange’, in Berkowitz, L. (ed.) Advances in Experimental Social Psychology, New York, Academic Press.
Churchard, C. (2013) ‘Job satisfaction beats bonuses in staff motivation stakes' People Management, 21 October, London, Chartered Institute of Personnel and Development, [online]. Available at www.cipd.co.uk/pm/ people management/b/weblog/archive/2013/10/21/job-satisfaction-beatsbonuses-in-staff-motivation-stakes.aspx (Accessed 15 August 2016).
Cianci, R. and Gambrel, P. (2003) Maslow's hierarchy of needs: Does it apply to a collectivist culture', Journal of Applied Management and Entrepreneurship, vol. 8, no. 2, pp. 143–61.
Kremer, W. and Hammond, C. (2013) ‘Abraham Maslow and the pyramid that beguiled business’ BBC World Service, 31 August, [online]. Available at www.bbc.com/news/magazine-23902918 (Accessed 15 August 2016).
Maslow, A. (1943) ‘A theory of human motivation’, Psychological Review, vol. 50, no. 4, pp. 370–96.
Steel, P. and Konig, C.J. (2006) ‘Integrating theories of motivation’, Academy of Management Review, vol. 31, no. 4, pp. 889–913.