Maslow's Hierarchy in Human Resource Management

The assignment content discusses the relevance of Maslow's Hierarchy of Needs in Human Resource Management (HRM). It suggests that employees' needs and desires are influenced by their standing in the hierarchy, which consists of physiological, security, belongingness, esteem, and self-actualization needs. The theory implies that management should frame policies based on this hierarchy to ensure employee satisfaction and reduce turnover, productivity loss, and lack of motivation.

HUMAN RESOURCE
MANAGEMENT
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Maslow’s Hierarchy of Needs
In HRM, the theory of Maslow's hierarchy is quite relevant and is often used by
management for the purpose of framing effective and efficient policies for their employees and
workforce in general. The theory suggests that an employee working as an individual within the
organisation has certain needs and desires based on the situation and standing of his life (Peña,
2016). The hierarchy is divided into various parts, it includes physiological needs, and security
needs, ‘belongingness' needs, esteem needs and self-actualisation needs. Management can frame
policies for their employees based on this hierarchy as the needs and demands of employees will
be influenced by where they stand currently in this hierarchy (Tang & Gekara, 2018).
If a person is at the beginning of the career, he will be more concerned with the
physiological needs which include basic needs such as food, clothes, and shelter. If an employee
has successfully fulfilled his physiological needs, then he would want other needs like security
and belongingness needs to be accomplished, and accordingly, he would expect the same kind of
benefits from the management of the company that will help them in meeting their needs (Board,
2018). If management is not able to fulfil the same, the chances of turnover increase to quite an
extent. There are various implications on the part of management if they are not able to build a
suitable package for their employees based on their need patterns. The productivity may go
down, higher labour turnover rate, lack of motivation, etc. are some of the main implications that
an organisation may face in the longer run (Sigera, 2012).
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REFERENCES
Books and Journals
Board, A. P. (2018). An italic following a page number denotes a figure. 360-degree feedback
210 ABN-Amro 33 accountability 4, 52 democratic. Corporate Governance in
Contention, 14, 308.
Bothur, D., Zheng, G., & Valli, C. (2017). A critical analysis of security vulnerabilities and
countermeasures in a smart ship system.
Peña, A. V. (2016). Organizational Culture and Multinacional Mergers: An Approach to the
Case of Maersk Sealand. Revista EspaÑola de Investigaciones Sociológicas (REIS),
156(156), 141-158.
Sigera, L. C. I. (2012). The contribution of intangible resources to the post strategic co-
operation success of container lines: Perspectives of senior managers in agencies and
regional offices (Doctoral dissertation, University of Tasmania).
Tang, L., & Gekara, V. (2018). The importance of customer expectations: An analysis of CSR in
container shipping. Journal of Business Ethics, 1-11.
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