HRM315-0703B-06 Managing Human Resources Phase 3 Discussion Board Essay

HRM315-0703B-06 Managing Human Resources Phase 3 Discussion Board - Essay Example enowned psychological theorist from the 20th Century, describes his Hierarchy of Needs, involving five psychological factors which drive employee motivation. Under this theory, once basic physiological needs are met (such as food, water, or simply the existence of a paying career), the employee then requires safety in order to maximize their potential. After meeting needs for safety, belonging is the next tier on the hierarchy, followed by esteem needs, finally reaching self-actualization as the pinnacle of their total capabilities (Morris & Maisto, 2005). Basically, Maslow suggests that motivating employees can be as simple as supplying a secure, well-paying job and giving employees positive feedback regularly when they exceed or meet corporate expectations. This satisfies their psychological needs for security and esteem, allowing them to explore establishing quality peer relationships to reach their fullest potential, thus boosting total productivity. Research has uncovered that equity builds internal motivation within employees, involving perceived fairness regarding their receipt of business rewards equal to their total contribution to the firm (Mathis & Jackson, 2005). If employees feel they are working quite hard for the company, perhaps exceeding expectations, but are not receiving an equitable bonus or compensation reward, they will likely have lowered morale and be non-productive, even angry employees. With this in mind, it is extremely important to the business that managers maintain close monitoring and association with employees who are routinely productive so as to offer fair reward to the employees who deserve it. Many managers, also, tend to forget the importance of non-verbal communication when they are dealing with employees. This is the sending and interpretation of messages with emotional content including facial expressions, eye contact, and tone of voice (Gomez-Mejia, Balkin & Cardy, 2005: 638). Managerial posture often indicates whether the