Motivation: Maslow's Theory and Practice of Campany

Motivation, generally speaking, it is enthusiasm for doing something. In management field, it is used as that “account for the level, direction and persistence of effort expended at work” (Schermerhorn Jr., Campling, Poole and Wiesner, 2004 p.378). According to Schermerhorn Jr. et al., a high-motivated employee works harder than others, and its high-motivated workforce is necessary for accomplishing high performance. Before the 1980s, making self-confident decision was mainly being needed as good leadership at work, though, recent managers or leaders are required the skill to motivate their employees because it is essential for great accomplishments in today’s competitive economy (Barbuto Jr., 2001 and Schermerhorn Jr. et al., 2004). Furthermore, Barbuto Jr. mentioned that today’s leaders must possess the ability to motivate employees, and the leaders are looked to be social scientists rather than tough decision makers. Thus, a change of managerial trend is obvious, and now, motivational factors are paid more attention by executives. Therefore, motivating employees is a remarkable method of management. Then, how people feel motivation, what motivational sources affect people and what strategy to inspire workers a manager carry out will be described in this essay.

To put it simply, people feel motivation to satisfy needs, for example, appetite and sleepiness when they comes up. Then, Maslow, one of psychologists, is famous for arguing about those human needs. Needs affects people’s behaviour, and, at first, needs can be distinguished “lower-order needs” and “higher-order needs” (Maslow, 1943 and Maslow, cited in Shermerhorn Jr. et al., 2004, p. 380). Schermerhorn Jr. et al. (2004 , p.380) mention whereas the former needs are desire for social and physical welfare, the latter needs are “a person’s desire for psychological development and growth.” Maslow (1943, p.394 and cited in Shermerhorn Jr. et al., 2004, p.380) also illustrates kinds of needs with a hierarchy of five groups: “physiological needs”, “safety needs,” “love needs,” “esteem needs,” and “self-actualisation needs.” Schermerhorn et al. apply those five classified needs of Maslow’s theory to workers’ needs which can be felt at work. Firstly, “physiological needs” are rest, physical ease on jobs, and appropriate work hour (Schermerhorn Jr. et al., 2004, p.381). Secondly, “safety needs” are for safe condition of work and basic payments and benefits, and next, “social needs” (they also replace love with social.) are comfortable relationships between other co-workers, customers and supervisors (Schermerhorn Jr. et al., 2004, p.381). According to Schermerhorn Jr. et al. (2004, p.381), another is “esteem needs” of which is a duty of important jobs, and admiration or commendation from a supervisor, and the last is “self-actualisation needs”, which is for challenging and more significant works. In addition, Schermerhorn