Employee needs are far more complicated than ordinary management actually realizes. According to Frederick Herzberg in his Two Factor Theory, man is not content with the fulfillment of lower-order professional needs such as minimum salary levels or a satisfactory workplace. Instead, he looks to fulfill higher-level psychological needs like task achievement, professional recognition, project responsibility, career advancement, and the dynamics of work. Monetary rewards are not enough motivators for employees. Self-esteem and self-actualization can only come from a sense of responsibility over an ever-growing dynamic job.
The Acquired Needs Theory that further streamlines the management of human resources implies that needs fall into three general categories: the need to achieve, the need to affiliate, and the need to wield power. The company would do well to augment responsibilities and stretch goals for its achievers. The added knowledge and skill in technology is one way to stretch capacity of members who seek to excel. Those who seek approval and acceptance should be given responsibilities in organizational activities. Leadership of specific company projects and accounts management should be given to those who have the tendency for power control. The company should look positively at those who seek power and uses their strength for the common good. These people’s need for control make them comply with projects’ desired results.
Employees have different needs, and the intelligent company knows how to address and meet these different needs via different motivating factors used towards higher performance. It is management’s challenge to identify the needs of each employee and gauge what motivates him or her best. People make the organization move, and business success is collectively done by the members of the organization.
Via sayeconomy/12Manage
