Maslow Hierarchy

Maslow Hierarchy and what Maslow missed

This theory puts forward the idea that individuals move through a fundamental number of hierarchical motivations, in a unique order, based on both physiological and psychological needs.

The Hierarchy of needs suggests that if these fundamental needs are met then an individual can focus on higher needs such as self-esteem and respect, eventually reaching a ‘metamotivated’ state.(Maslow, 1943)

Maslow refers to these three stages as deficiency needs, asserting that if these three areas are not met then the individual will experience negative physiological and psychological consequences.(Maslow,1954)

Adopted from Forbes.com

What Maslow Missed

(H O N) model, Developed in 1948, the hierarchy of needs is pervasive across many disciplines, including business, management, marketing, parenting technology, education, and psychology.

Simple, orderly, intuitively sensible, cognitively appealing and offering order out of chaos, the hierarchy of needs has only one problem: it is plain, flat, and dead wrong. (Denning,2012)

It’s similar in some senses to video games in that you have to fulfill the requirements of one set of needs before you can get to the next level up.The third level in Maslow’s model comprises the social needs like family, affection, relationships, work groups, and community.

The human brain at the base is driven by a basic instinct to survive with food drink and shelter.

In reviews of research based on Maslow’s theory, little evidence has been found for the ranking of needs that Maslow described or even for the existence of a definite hierarchy at all.

The system of human needs from bottom to top, shelter, safety, sex, leadership, community, competence and trust, are dependent on our ability to connect with others.

Belonging to a community provides the sense of security and agency that makes our brains happy and helps keep us safe.” Whether it’s the ancient Savannah or today’s Facebook and Twitter, social behaviors adapt to the environment to support that most basic of human needs.(Rutledge,2011)

But it offered an unrealistic route to meeting those needs: ascension up the hierarchy of needs towards self-actualization. In reality, Rutledge’s rewired version of psychological needs suggests a more realistic set of multiple paths, through social connection, to meet our varying psychology needs. What it implies, and the experience of radical management confirms is that getting work done by people working together in self-organizing teams can meet most people’s psychological needs without positing unrealistic goals of self-actualization as the be-all and end-all of life.

References

A.Maslow, (1943). “A theory of human motivation”, vol.50, no.04, pp.370-396.

A.Maslow, (1954)."Motivation and personality",New York, NY: Harper.

S.King-Hill, 2015, “Critical Analysis of Maslow’s Hierarchy of Need”, The Step Journal, vol.02, no.04, pp.54-57.

S.Denning, 2012, “what Maslow missed”, Forbes, 29^th March,(https://www.forbes.com/sites/stevedenning/2012/03/29/what-maslow-missed/amp/) accessesed 28 Nov. 2017 at 6.00am.

P.Rutledge, 2011,"Social networks:What Maslow misses",Psychology today,8th November, (https://www.psychologytoday.com/blog/positively-media/201111/social-networks-what-maslow-misses-0), accessed 28 Nov. at 6.15a.m.

TALENT MANAGEMENT

Learning and Development (UNILEVER)

Unilever uses management development (MD) as a strategic tool to help the organization meet it’s short and long-term goals. In recent years, Unilever has undergone a process of rapid change and MD has been important in communicating that change throughout the organization and equipping staff to deal with it. Key features that have made the MD programme work in this way for Unilever were: joint ownership and responsibility; identification of talent at all levels; explicit incorporation of own wishes; company interests can take precedence over group interests; one system worldwide; performance‐development related pay; and total transparency. In addition, performance development planning is highlighted as a major component of the programme.

Unilever has gone through a process of rapid change and management development has been very useful in communicating it in the organization and also training staff to deal with the change.

They formed a Unilever Learning Academy which offers career skills maps and providing employees with a perfect understanding of their development and also the ability to access tools essential to build a successful career.

It became the basis for developing a career, allowing each individual manager to be in control of their learning and development.They make sure that their people have the right set of skills through the ‘talent and organization readiness’ assessment programme which was launched in2009.

They believe that when employees have the chance to develop themselves, the organization can reach outstanding performance growth, it is not only when they concentrate on the consumer which would not only result in low-performance growth for the organization but also have an undesirable impact on consumers.

Unilever says,

We believe attracting, developing and retaining the right people are crucial to our growth strategy. Our Talent and Organisation Readiness Assessment Programme ensure that our people have the skills they need to manage the business through periods of growth. Here at Unilever, we believe that to create a sustainable future and maintain long-term growth, people are fundamental to our success. From developing great leaders to investing in learning – so that we achieve our vision – we do everything we can to create a skilled, motivated and engaged workforce. Empowering people to become leaders is critical to our core purpose: making sustainable living commonplace and ensuring Unilever’s long-term growth and success.

References

Unilever and the Management Development Programme (2013) (http://wwwt.uniassignment.com/essay-samples/commerce/unilever-and-the-management-development-programme-commerce-essay.php?cref=1) accessed 21 November 2017 at 4.00pm

S.G. Reitsma, (2001) "Management development in Unilever", Journal of Management Development, Vol. 20 Issue: 2, pp.131-144,

Unilever Global, Learning and Development (https://www.unilever.com/careers/graduates/why-unilever/learning-and-development/) accessed on 21 Nov. 17 at 5.00pm

Employee / Employer Relationship

Employee / Employer Expectations

An employer is an organization, company, agency, industry, professional service firm, nonprofit association, small business store or individual who employs or puts work a person who is called an employee. (Susan M Heathfield, 2016)

An employee is hired for a specific job or to provide labor and who works in the service of the employer. (Jean Murray, 2017)

Employers are so difficult to figure out. They always hire talented client. They expect a Perfect Employee. To become a perfect employee, job seekers need to do self-assessment. They must think about what does employer want from them, what they need to know, how should they present themselves and what resources are available to help them prepare.

As employees, they should always be on time. They need to follow directions and accept feedback. It is not a good behavior text and talks on cell phones when while working. As a good employee, responsibilities must take very seriously. They need maintain a positive attitude at all times and treat to supervisors’ and co-workers with respect. And also they need to avoid “this is not my job” mentality. (Kristy Lockhart, 2013)

What employees expect in modern business? Employees want to be treated respectfully no matter what their job role may be. When talking about trust, they want to be able to trust management, and they want management to trust them to do their jobs. Employees want to have friends at work, work in a collaborative environment, and have a good relationship with their immediate supervisors. Modern employees are searching for more meaningful work in the modern business landscape. Employees want to choose when, where, and how work gets done and want to be recognized regularly for their contributions. (George Dickson, 2015)

Colgate Palmolive tops in deed’s list of the 25 best big companies for work-life balance. When management and employees are dedicated to their jobs and work hard during business hours, it gives them the flexibility to maintain a healthy personal life. In addition, Colgate-Palmolive offers some great benefits, such as flexible work hours, telecommuting options, and nearby backup childcare centers, which is a nice perk for work-at-home parents. As a result, Colgate-Palmolive has a high rate of employee retention, which is a testament to their culture.”

References:

APSE Connections, (2013) Employer expectations, K.Lockhart.

Forbes, (2013) the Best Big Companies for Work-Life Balance, J.Smith.

Jean Murray (2017) what is an Employee, Available at The balance (Accessed: 15-11-2015)

George Dickson (2015) Employee expectation in modern business

Susan M Heatfield (2016) what is the Definition of an Employer, Available at The balance (Accessed: 15-11-2017).

Employee expectation in modern business

Learning And Development

LEARNING

A learning and development strategy outlines how an organization develops its workforce's capabilities, skills and competencies to remain successful. It’s an important part of an organization's overall business strategy. Lancaster A. (2017).

Five key trends and best practices that companies should consider include the use of Mobile technology, following the way of social learning tools, consensus with organizational objectives, the ability to use adaptive learning principles, and efficiency.

Mobile has transformed the way companies work, interact, and collaborate.

Companies are rapidly adopting social media tools and investing in social collaboration tools to better engage their employees and foster a sculpture of learning.

Adaptive learning is a methodology that violates traditional models and allows employees to learn at their own pace.

Learning from the past worked in silos where learning professionals had little interaction or input from other parts of the business.

In order to determine whether the learning strategy is driving business results, companies should find a way to continue to measure its efficiency. Companies must determine advance measurements and include business measurement and learning. Wentworth. (2017).5 Trends for the Future of Learning and Development. (Online) Training Magazine. Available at: https://trainingmag.com/5-trends-future-learning-and-development (Accessed 7 Nov. 2017).

Karen May, Head of Personnel Operations at Google, explains that giving employees teaching roles makes learning a natural part of how employees work together, rather than what HR does to them. Nestle recently examined how learning could play a more strategic role in a world dominated by the need for innovation, agility and social, mobile and digital technology. To ensure that learning was not an isolated event but rather integrated into day-to-day work, the company implemented a series of video and digital presentations prior to the launch of the eLearning module. Through this apprenticeship program, the next generation of senior leaders was quickly introduced into a social and mobile world where agility and innovation are the disruptive norms. The pilot project served as the basis for how the company will use learning to conduct its program in a digital world where social and mobile must be part of each leader's toolbox. With the success of the pilot project, the learning team is evolving rapidly to reinvent other critical leadership programs. (Josh Haims et al, 2015)

H R M

COMPETENCY

The concept of competency is closely linked to human resources management. It is immediately related to the key strategic goal of HRM – winning and developing highly competent people who will achieve their goals quickly and thus will maximally increase their input into achieving the goals of the company (Armstrong, 2001, p. 248).

The concept of an employee as the most important asset of an organization is currently commonly encountered both in the literature on the subject and in management practice (Staniewski, 2008, p. 17).

Who uses competencies today?

Google, PepsiCo, Volvo, Nike, McDonald’s, American Express, Johnson & Johnson, Coca-Cola, Toyota, etc...

Employers use their key competencies such as teamwork, responsibility, career motivation, leadership much more….

Core competencies, Career stream competencies, and Technical competencies are the example for the basic competency structure.

Core competencies are the collective learning of the organization, especially how to coordinate diverse production skills and integrate multiple streams of technology. If core competence is about harmonizing streams of technology, it is also about the organization of work and the delivery of value. Career stream allows both supervisors and employees to see how progression typically occurs. It also allows the organization to develop career development and succession management programs, tools and process that support progression. Specific competencies are usually required to perform a given job within a job family. These are known as technical competencies. Technical competencies cover the various fields of expertise relevant to the specific work. Technical competencies are at the heart of what we do. Technical competency requirements to successfully perform a given job are defined in job vacancy

Apple has been evaluated as the most innovative company from 2006 to 2008. The core competencies of Apple were its innovative designs and technology based on software. Apple designs products that make people feel good when they use them. By controlling both the hardware and software they can optimize performance and do things other manufacturers cannot. As Apple's products are highly sophisticated that is why it is exercising the skimming pricing policy and people do not mind opening their valets and buying the unique feature products they are desperate for.

References

 (C.K. Prahalad and Gary Hamel, 1990)

(Suzanne Simpson, career planning, and development,2013)

(OECD, Competency framework, 2014)

(C.Ogrean et al, International Review of Business Research Papers,2009)