Motivating and Empowering Employees

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Case Study: Motivating and Empowering Employees Daniel Gordillo Rodriguez DeVry University Professor Terrence Peterson MGMT303: Principles of Management QUESTION 1 By analyzing Amanda Shank’s description of the motivational problems that she used to phase in her former job, we can establish that many of human relationist: Abraham Maslow’s Hierarchy of needs were not met by her former boss. One of them was Amanda’s Security needs. As explained by Griffin (2011) “these needs can be satisfied in the workplace by: 1) Job continuity, 2) a grievance system, and 3) an adequate insurance and retirement benefit package” (p. 512). These needs have to do with people’s yearning for a predictable, orderly world in which injustice and inconsistency are under control, the familiar frequent and the unfamiliar rare. When Shank’s manager openly told her that she was a replaceable employee, they were failing to provide her with the necessary sense of job security. The fact that she felt replaceable at any moment diminished this employee’s ability to feel secure and safe in her organization. Amanda’s job personal security, financial security, health and well-being, safety net against accidents/illness and the adverse impacts were not meet by her employer. Since security needs where cataloged as lower-order needs by Maslow, he believed that these needs are predominantly satisfied externally, so a good employment contract such as a collective agreement, and an employee’s worker union might help increase and motivate the workforce. Another need that Amanda’s former employer was not able to meet was her Esteem needs. People need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel accepted and self-valued, be it in a profession or job position. Maslow noted two versions of esteem needs, a lower one

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