Week - 1 DQ

“Needs” Discussion Question - CLO 3, CLO 4
Understanding what motivates employees is a key piece of management and a successful company.
In the reading for this week, you reviewed motivation theories and rewards to help motivate
employees. Answer the following questions for this discussion.
1. Choose one motivation theory from your readings and explain why you believe the theory could
be successful for management teams. How would you use this theory in your own leadership and
management of employees in your current or future position?
2. What are the most important rewards to help employees and companies be successful in today's
competitive hiring market? What incentives matter most to you in your own job searches?
Question no. 1
Maslow's Hierarchy of Needs is one of my favorite motivation theories, and I'm particularly
interested in it. Abraham Maslow believed that human needs may be organized in a the
organization, with more complex wants like self-actualization and self-esteem at the top and more
fundamental physiological requirements at the bottom. According to him, individuals are driven to
meet their wants in a logical order, beginning with the most basic demands and working their way
up.
Maslow's theory offers a framework for comprehending and addressing the many demands of
employees, thus I believe it may be incredibly beneficial for managers. Managers may adjust their
motivating techniques in accordance with the demands that their workers have at various times of
their daily lives and careers by taking this into account.
Applying Maslow's hierarchy of requirements, I would start by making sure that my team members'
most fundamental physiological needs are satisfied. Providing a cozy and secure work environment,
competitive pay, and access to useful resources are all part of this. After these fundamental wants
are met, I would concentrate on taking care of the subsequent levels of requirements, such as
offering possibilities for professional growth and recognition to satisfy my employees' desire for
respect.
In order to promote the third level of requirements in Maslow's hierarchy of needs, I would also
seek to establish a welcoming and inclusive workplace culture that encourages a feeling of
community and social ties (Gould et al., 2021). This may entail planning team-building exercises,
fostering candid communication, and fostering cooperation among team members.
I would place a strong emphasis on personal development and self-actualization as employees go
up Maslow's hierarchy. This might be achieved by giving employees access to mentorship
opportunities, demanding work that fits with their talents, and training and development programs.
I would seek to establish a work environment that addresses the many needs of employees and
promotes their motivation and engagement by implementing Maslow's Hierarchy of Needs theory
into my leadership and management strategy. I feel I can develop a highly motivated and effective
team that enhances the success of the business by comprehending and addressing their internal
and extrinsic motivators.
Question no 2
For businesses to recruit and keep top talent in the cutthroat labor market of today, enticing
rewards are more crucial than ever. There are a few basic characteristics that tend to retain
substantial value for the majority of individuals, even if the particular motivations that matter most
to workers may vary from person to person.
For a business to draw in top personnel, competitive remuneration is a need. Employees anticipate
receiving just compensation for their abilities, backgrounds, and accomplishments. To make sure
that your pay packages are in accordance with industry norms and accurately reflect the value that
your workers provide to the company, it's crucial to undertake in-depth market research.
For employers to recruit and keep employees, offering comprehensive benefits is crucial.
Employees' total job happiness and well-being can be significantly impacted by benefits including
compensated time off, insurance for health, retirement programs, and flexible work hours. It's a
great way to demonstrate your genuine concern for your employees' overall welfare to offer perks
that put their wellbeing and personal obligations first, especially in the fast-paced workplace of
today when many people want to strike a good work-life balance.
Opportunities for career advancement are yet another crucial element that might aid in luring and
keeping top employees. Employers who provide training programs, mentorship efforts, and tools for
professional growth show their dedication to their staff members' long-term success. Personnel
want to feel like they continue to evolve and grow in their jobs. Organizations may increase staff
motivation and loyalty by offering opportunities for development and learning.
Fostering a pleasant work environment also requires rewards and recognition. Making workers feel
appreciated and expressing your thanks for their efforts and accomplishments is essential (Beck,
2016). Verbal praise, public acclaim, based on outcomes bonuses, or even intangible awards like
diplomas or plaques, can all be used to show appreciation. Programs of genuine acknowledgment
give workers a sense of worth and inspire them to perform well.
Another significant factor for many employees is work-life balance. Companies that prioritize life
outside of work efforts often succeed in attracting and keeping top personnel as the importance of
work-life integration grows. Job satisfaction and general well-being are influenced by policies that
promote employees' personal commitments, remote work possibilities, and flexible work schedules.
Top talent may be attracted and retained in part by an organization's culture and principles. A
strong motivator may be found in a company with a pleasant and welcoming culture. Businesses
that encourage a feeling of community, appreciate diversity, and establish a positive work
environment frequently draw employees who share their values. Strong corporate cultures increase
employee happiness and engagement.
The rewards that are significant most to an employee are ultimately the ones that mean most to
them. Companies can, however, attract and keep talented people who are driven to contribute to
the success of the organization by providing a comprehensive package of rewards that includes
competitive pay, broad benefits, opportunities to advance their careers, incentive programs,
balanced work and life initiatives, and an encouraging work environment.
References:
Gould, R., Mullin, C., Parker Harris, S., & Jones, R. (2021). Building, sustaining and growing: disability
inclusion in business. Equality, Diversity and Inclusion: An International Journal, ahead-of-
print(ahead-of-print). https://doi.org/10.1108/edi-06-2020-0156
Beck, C. W. (2016). Perceptions of thanks in the workplace. Corporate Communications: An
International Journal, 21(3), 333–351. https://doi.org/10.1108/ccij-07-2014-0048

Week - 1 DQ

Uploaded by

Copyright:

Available Formats

Week - 1 DQ

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Week - 1 DQ

Uploaded by

Copyright:

Available Formats

“Needs” Discussion Question - CLO 3, CLO 4

You might also like