LPHR Magazine (March 2013) - Page 32

MOTIVATION LPHR 3/13 MASLOW IN THE WORKPLACE HR Professionals need to look for creative be prepared to articulate job-related reaways to address the motivational needs sons for motivation-based initiatives. identified by Maslow - even though employees may not be fully aware of them. Last, as you focus on creating opportunities that enable employees to move to Addressing needs doesn’t mean trying to higher-level needs, don’t lose track of move everyone to the next level. It is im- whether and how well employee’s lower portant not to impose expectations on level needs are being met. employees that they do not want to embrace. It is equally important to afford A compensation system, for instance, workplace-appropriate opportunities for that allows employees to meet their bathose who do. sic physical needs at one point in time may eventually become problematic and On that note, be sure to keep all applica- fall well below what labor market comtions of Maslow’s theory firmly ground- petitors are paying. How can this haped in the workplace. Link it clearly and pen? Try “taking your eye off the balls,” unambiguously to performance - of the even for a short period of time, of range organization, the department, and the movement, merit budgets, and the like, individual. Always maintain your focus and watch what happens. on the organization’s goals, and always MARCH 2013 | LPRH.CO