When applied to real life, this theory indicates that if a person does not receive enough remuneration to be able to afford even food and shelter, he would not be motivated to work for a higher purpose. These needs will act as a barrier, holding them back from delivering their best performance and gaining advancement (Bateman et al, 2008, 515-542). This may seem like an over simplistic approach to studying nature, but research shows that it holds high level of accuracy in real life motivation.
Human beings are not able to act in a desirable way if their unsatisfied basic needs are overpowering them. The implication for the organisational manager here is that they should ensure that their workers’ basic level needs are satisfied to begin with, so that they may be able to work more efficiently and productively and so that they respond more effectively to their manager’s attempts to motivate them to work harder at their jobs. To do this, they need to ensure that the remuneration of the employee is adequate to satisfy their needs, so that the manager is then able to work on motivating them (Nwlnk, 2010, 1). Other theories, which support these implications for managers, are Hezberg’s ERG (Existence, Relatedness, and Growth) theory and McClelland’s need-based theory. Each of these theories stem from Maslow’s need hierarchy, and thus have similar teachings and implications for managers who seek to motivate their work forces, which are that unsatisfied basic human needs can act as a major barrier in employee motivation.
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