Management And Labor

MASLOW'S NEED HIERARCHY

Maslow's Hierarchy of needs is a theory in psychology developed by Abraham Maslow which states that basic low-order needs like physiological requirements and safety must be satisfied before higher order needs such as self fulfillment. The theory remains valid today for understanding human motivation, management training and personal development.

Each one of us is motivated by needs. Our most basic needs are inborn, having evolved over tens of thousands of years. This theory helps to explain how these needs motivate us. Only when the lower order needs of physical and emotional well-being are satisfied there is a concern for higher order needs of influence and personal development. Conversely, if the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs. The Hierarchy of Needs model comprises of the following five needs:

1. Physiological needs: These are required to sustain life, e.g. air, water, nourishment and sleep. According to Maslow's theory, if such needs are not satisfied, then ones motivation will arise from the quest to satisfy them.

2. Safety: Such needs might be fulfilled by living in a safe area, medical insurance, job security and financial reserves. According to the theory, if a person feels he/she is in harms way, higher needs will not receive much attention.

3. Social needs: These are related to interaction with other people and may include need for friends, belonging and to give and receive love.

4. Esteem: Once a person feels a sense of belonging, the need to feel important arises which is esteem and includes: self respect achievement, attention and recognition.

5. Self Actualization: This is the summit of Marlow's Hierarchy of needs. This need is never fully satisfied, but the quest of reaching ones full potential as a person is ongoing. Self actualized people tend to have needs such as: truth, justice, wisdom and meaning. According to Maslow's theory only a small percentage of population reaches the level of self actualization.

Maslow's hierarchy of needs explains many factors in the success of Continental's Go Forward Plan had on motivating employees. By analyzing employees' comments, attitudes, quality and quantity of work, and personal circumstances Brenneman and Gordon identified the particular needs that the employees were trying to satisfy. Each change that was made, each step that was taken was toward satisfying all five levels of human needs. They began by painting the entire fleet of planes, carpeting the terminals, and developing cleaning schedules. This in return gave not only the employees but also the customers a place that was comfortable, free of odor, and clean to travel and work. Employees felt a little more comfortable working in a place like this which was more attractive to the eye. Once these physiological needs were satisfied they plunged ahead to continue motivating employees. Employees were given reassurance by top management that the Go Forward Plan was going to work with their help. This gave the employees a sense of responsibility in maintaining the future of Continental Airlines. Brenneman and Gordon began talking to the employees letting them know that they believed in them. They also set up a toll free number for employees' suggestions. Employees' independence was also restored through the burning of the 'Thou Shalt Not' book, which allowed them the freedom to better serve the customer. Compensations were also aligned with the company's objectives; a one time bonus was introduced as well as several other programs that ensured that Continentals co-workers would win when the investors did. Seven Ford Explorers Eddie Bauer editions were raffled out twice a year to employees as part of a perfect attendance incentive program. There are countless opportunities for employees to get to know each other and socializes at company picnics, ice creams socials, barbeques, chicken and turkey dinners that fill the calendar throughout the year. Continentals CEO and President created an environment that cultivated honesty, trust, dignity, and respect that resulted in people becoming engaged in their work and having fun. Each and every one of these steps led to the satisfaction of Maslow's hierarchy of needs.

HERZBERG TWO-FACTOR THEORY

Herzberg two-factor theory is a "content theory" of motivation developed by Frederick Herzberg which states that people are influenced by two factors: hygiene and motivation. Hygiene factors are needed to ensure employee is not dissatisfied while motivators are needed in order to motivate an employee to higher performance. Hygiene factors include organizational policies, quality of supervision, working conditions, salary and security. Motivation factors include achievement, recognition, responsibility, work interest, advancement and growth. When a manager provides unsatisfactory hygiene factors, employees feel dissatisfied with their job. When the factors are of satisfactory quality they do not necessarily act as motivators. Therefore providing high quality hygiene factors does not stimulate satisfaction it only prevents dissatisfaction on the job. Motivation factors are the primary cause of job satisfaction and quality performance. They are essential to a job and relate directly to the real nature of the work one performs. According to Herzberg when an employer fails to provide motivation factors employees do not experience job satisfaction. When management provides motivation factors, employees will provide high quality performance and enjoy job satisfaction. Motivation factors are stimuli that promote personal and psychological growth.

We can see that Continental Airlines had put quite a lot of Herzberg's two-factor theory into action to overcome the company crisis. After talking with employees to gain insight on some of the high priority items among employees, Brenneman and Gordon immediately identified the hygiene/motivation factors that they could improve in order to motivate and lift the morale of staff. They came to realize that the employees wanted to succeed but had been beaten down by years of cost-cutting and management by fear. They began by first deciding that the employees needed to be liberated, to be able to do what is right for the customer and to have fun at work. Brenneman found that people had fun at work when they were engaged and when their opinions were respected. He also found that to be happy people must feel as though they are making a difference. The company employees were lied to for years and had seen their friends get fired, and been pitted against one another. So, Brenneman and

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