Work Motivation in Public Sector in Pakistan
Motivating Employees Through Maslow's Hierarchy of Needs
Psychologist Abraham Maslow proposed that all people seek to satisfy five basic kinds of needs: physiological needs, safetyneeds, belongingness needs, esteem needs and self-actualization needs. He suggested that these needs constitute a hierarchy ofneeds, with the most basic or compelling needs—physiological and safety needs—at the bottom.
Maslow argued that the lowest-level needs must be met before a person will try to satisfy needs higher up in the hierarchy,such as self-esteem needs. According to the theory, the lowest level of unmet needs in the hierarchy is the prime motivator ofbehavior. If and when this level is satisfied, needs at the next level in the hierarchy will begin to motivate behavior.
Under this theory, individual growth is key to an organization's success. Supervisors must attempt to identify individualemployee needs and foster employee job satisfaction. If they do so, employees will progress toward self-actualization, and willimprove the organization in the process. Following is a partial list of the various rewards, practices, and programs thatsupervisors and their organizations may use to satisfy employee needs.
Physiological (Basic) Needs
• Furnish a pleasant and comfortable environment
• Provide for a "comfortable" salary
Security Needs
• Adhere to safety rules and regulations
• Minimize layoffs and downsizing
• Provide well-defined job descriptions
• Minimize negative stroking and threatening behavior
• Provide information about the firm's financial status and projections
• Provide "just" compensation and supportive fringe benefits
Social Needs
• Encourage the team concept to execute projects
• Systematically use job satisfaction surveys
• Sponsor office business and social meetings
• Provide close personal leadership
• Encourage participation in professional and community groups
• Compensate on the basis of total team performance
Self-Esteem Needs
• Include
Psychologist Abraham Maslow proposed that all people seek to satisfy five basic kinds of needs: physiological needs, safetyneeds, belongingness needs, esteem needs and self-actualization needs. He suggested that these needs constitute a hierarchy ofneeds, with the most basic or compelling needs—physiological and safety needs—at the bottom.
Maslow argued that the lowest-level needs must be met before a person will try to satisfy needs higher up in the hierarchy,such as self-esteem needs. According to the theory, the lowest level of unmet needs in the hierarchy is the prime motivator ofbehavior. If and when this level is satisfied, needs at the next level in the hierarchy will begin to motivate behavior.
Under this theory, individual growth is key to an organization's success. Supervisors must attempt to identify individualemployee needs and foster employee job satisfaction. If they do so, employees will progress toward self-actualization, and willimprove the organization in the process. Following is a partial list of the various rewards, practices, and programs thatsupervisors and their organizations may use to satisfy employee needs.
Physiological (Basic) Needs
• Furnish a pleasant and comfortable environment
• Provide for a "comfortable" salary
Security Needs
• Adhere to safety rules and regulations
• Minimize layoffs and downsizing
• Provide well-defined job descriptions
• Minimize negative stroking and threatening behavior
• Provide information about the firm's financial status and projections
• Provide "just" compensation and supportive fringe benefits
Social Needs
• Encourage the team concept to execute projects
• Systematically use job satisfaction surveys
• Sponsor office business and social meetings
• Provide close personal leadership
• Encourage participation in professional and community groups
• Compensate on the basis of total team performance
Self-Esteem Needs
• Include