Abraham Maslow's Model in a Business Organisation

There is one and only way in Maslow (1954) is to understand ones human behaviour is to
inspire and understand the employees by motivating them and to go back to the Abraham
Maslows Hierarchy of Needs. Maslows model is used in an organisational business setting
as it is a helpful implementation in understanding an individual performance and the effect of
an employee motivation. Using the model in the work setting, the basic first level from the
base is earnings that satisfaction must be met. Maslow (2000) stated that an individual, who
earns a fair income, will not wander into deep thoughts about their earnings in their minds.
However if the employee on the other hand feels that he or she is not been paid fairly, that is
when a great amount of time is spent on considering the perceived unfairness and other work
related issues thus will not be highly attended to with greater efficiency. In the working
environment there is a relationship concerning the traditional concept which in turn must
meet the basic survival necessities with a fair range of income earnings (Maslow, 1954).
Employees look for the safety of the business which includes both physical and emotional
well-being of the individual with satisfactory income (Argyris, 1957; Haire, 1956; Walker &
Guest, 1952). An environment which is a work secured indicates the decreased nervousness
formed by acceptable benefits and contract of unions. At this level, training resides in a
significant position as the employee determinedly and subconsciously associates the safety
welfare towards training. Maslow (2000) also recommended that training and development
helps as it is high likely that an employee is protected entirely in the working environment.
An example in Bellott and Tutor (1990), an employee who is well trained and equip on a
section of equipment tend to be a safer individual than the one who have not undergo
training but have been trained through the process of experimental test and learn by mistakes.
On the contrary, the employee ensures that the company values their potential and is willing
to spend the time, cash and resources on them by ensuring and providing them with
upgrading skills and training.
The third level of Maslows model is when employees move unto seeking social belonging in
the working environment. Bellott and Tutor (1990), any worker who realises the significance
of the collegiality of the place of work has experienced an ordeal of emotions in a work
situation on a social basis feeling uncomfortable. Hence the strengths carried out by using
wane and wax in an organisation on the social needs between both the involvement and the
personal interactions by seeking to have a place with formal and informal work clusters with
enjoyable working rapport among peers, colleagues and others in the pyramid (Maslow,
2000). However with the highly stressed working atmosphere these days, employees tend to
feel pressured thus every so often they themselves work hard and pay less consideration in
creating a socially environment. In a company there are added opportunities where training is
provided for individuals to gather and discover the talents, interests and responsibilities of job
of others to create an innovative outlines of communication. Though the practical
characteristics of training are the main concern but in forming a stable workplace ties, the
social component should not be taken lightly (Argyris, 1957; Davis, 1957; Haire, 1956;
Leavitt, 1958; Smith, 1955; Viteles, 1953).
The merely two levels which are security and self-actualization under Maslow model are
definitely associated to training. Hence in the high in advance technological dominion which
is mostly occupied explicitly relates to the two former levels of Maslow model which is self-
esteem and social belongingness. Bellott and Tutor (1990), in the organisation, an employee
is by and large based on self-esteem by his or her effective performance appraisals, by
receiving rewards, obtaining recognitions and enticements which by all these boost self-
confidence. When the employee undergoes training, he or she represents the organisation in
ways creates opportunities whereby the individual may be more industrious and will boost
the self-confidence and will feel good working in the workplace (Argyris, 1957; Haire, 1956;
Walker & Guest, 1952). Consecutively an employees level of confidence will grow into
greater heights and there is room for greater opportunity to gain positive outlook performance
appraisal and obtain rewards and recognition. Lastly in Maslow (1970) to move towards self-
actualization, in direction to develop ones prospective to gain understanding, involvements
and to learn to new things also by taking risk and to reach out to opportunities in front of
them in ways will make them feel even more assured about themselves and also on what they
are assigned to do. Maslow proposes that when duty is combined with desire, pleasure
becomes sense of duty, and succeeding through that in the work surroundings the employee
learns and grows.