Use Maslow’s Hierarchy of Needs to Analysis the Scotia Airways

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1.1 One content theory: Maslow’s Hierarchy of Needs

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• Basic / Physiological needs

   Managers in Scotia Airways through the Maslow’s Hierarchy of Needs know the needs of ground crews belong to the bottom needs----basic needs. Their work does not require high technology, so they just want stable salary and reasonable vacation. In order to motivate them, managers can raise the level of ground crews salary and give bonus to the hardworking person to satisfy their basic needs.

• Safety needs

   The valets in Scotia Airways have safety needs. The main job of valets are offer in-fight services and entertainment. They always stay on the airplane, it is easy to meet an emergency such as the destroy of airfoil. They do such a dangerous job every day, so the most important needs for valets is safety needs. The manager in Scotia Airways should buy some insurance for them such as life insurance, medical insurance. If valets safety can be guaranteed, they will work hard.

• Social needs

   The maintenance technician in Scotia Airways have social needs. They repair aircraft everyday and their work are too tired. They repair carefully to ensure the quality of maintenance and the safety of passengers. They work hard in order to get a feel of acceptance, belonging and community. In order to meet the cleaners social needs, managers should always communicate with maintenance technician (talk about whether they need purchase new repair tool and so on) and invite them to the company party.

• Ego needs ( self--esteem needs)

   The aircraft commander in Scotia Airways have self--esteem needs. Their job is fly an airplane and send passengers to the destination. The aircraft commander want to ensure all passengers feel safety and comfortable, every time they are on board. Managers in Scotia Airways should promote them, recognize them and let them feel a sense of achievement.

• Self -actualization needs

   The overall charge Rosa Dallevic in Scotia Airways have self-actualization needs. She wants to do some challenging things and see new things happen. She wants her job become very meaningful. So, for the sake of motivating them, chairman should give her some challenging work and a long-term goals(difficult to achieve).

1.2 One process theory:

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Definition:

It’s a further development of Vroom’s theory.

It considers performance as a whole, pointing out that effort expanded does not lead directly to performance but is influenced by the ability of the individual an his/her perceptions.

It identify motivation, performance and satisfaction as individual and separate variables and attempt to explain the relationship between the three.

Applicability:

When the valets in Scotia Airways have high value of reward and high perceived effort-reward profitability, they will input more effort to their work. But the effort that valets input into their work are not directly affect their performance. It is affected by two factors: abilities and traits and role perceptions. If the valets have high abilities and traits and good role perceptions, they will gain the better performance(accomplishment). The same with effort, the performance of the valets are not directly influence their satisfaction. There are three factors will also affect satisfaction: perceived equitable rewards, intrinsic rewards and extrinsic rewards. The valets in Scotia Airways have better performance, so, they will achieve perceived equitable rewards, intrinsic rewards (self-esteem, recognition ) extrinsic rewards( praise, promotion, high bonus). When the valets achieved perceived equitable, intrinsic, extrinsic rewards, they will get more satisfaction. The more satisfaction they have, the harder they will work. So, the value of reward will become higher. What’s more, the valets have high performance and then the perceived effort-reward profitability will become high. More valets will gain the reward.