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

HRM315-0703B-06 Managing Human Resources Phase 3 Discussion Board - study Exampleenowned 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 ar met (such as food, water, or simply the existence of a paid career), the employee then requires safety in order to maximize their potential. After meeting needs for safety, belonging is the coterminous 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 do employees can be as simple as supplying a secure, well-paying job and giving employees demonstrable feedback regularly when they exceed or meet corporate expectations. This satisfies their psychological needs for security and esteem, allowing them to explore establishing fibre peer relationships to reach t heir fullest potential, thus boosting total productivity.Research has uncovered that equity builds internal motivation at bottom 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 reward or compensation reward, they will likely have lowered morale and be non-productive, even waste 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 stop 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, shopping centre contact, and tone of voice (Gomez-Mejia, Balkin & Cardy, 2005 638). Managerial posture often indicates whether the