Page 385 - Intro Predictive Maintenance

376 An Introduction to Predictive Maintenance

produces sleep (the accomplishment). The accomplishment of the goal satisfies the
need and reduces the motive. When the goal is reached, balance is restored.

Employee Needs. All employees have common basic needs that must be addressed
by the plant or corporate culture. These needs include the following:

Physical needs are the needs of the human body that must be satisfied in order
to sustain life. These needs include food, sleep, water, exercise, clothing,
shelter, and the like.

Safety needs are concerned with protection against danger, threat, or depriva-
tion. Because all employees have a dependent relationship with the organiza-
tion, safety needs can be critically important. Favoritism, discrimination, and
arbitrary administration of organizational policies are actions that arouse
uncertainty and affect the safety needs of employees.
Social needs include love, affection, and belonging. Such needs are
concerned with establishing one’s position relative to that of others. They are
satisfied by developing meaningful personal relations and by acceptance
into meaningful groups of individuals. Belonging to organizations and
identifying with work groups are ways of satisfying the social needs in
organizations.

Esteem or ego needs include both self-esteem and the esteem of others. All
people have needs for the esteem of others and for a stable, firmly based, high
evaluation of themselves. The esteem needs are concerned with developing
various kinds of relationships based on adequacy, independence, and giving
and receiving indications of self-esteem and acceptance.
Self-actualization or self-fulfillment is the highest order of needs. It is the need
of people to reach their full potential in terms of their abilities and interests.
Such needs are concerned with the will to operate at the optimum and thus
receive the rewards that are the result of doing so. The rewards may not be
economic and social but also mental. The needs for self-actualization and self-
fulfillment are never completely satisfied.

Recognizing Needs. Every supervisor knows that some people are easier to motivate
than others. Why? Are some people simply born more motivated than others? No
person is exactly like another. Each individual has a unique personality and makeup.
Because people are different, different factors are required to motivate different
people. Not all employees expect or want the same things from their jobs. People work
for different reasons. Some work because they have to work; they need money to pay
bills. Others work because they want something to occupy their time. Still others work
so they can have a career and its related satisfactions. Because they work for differ-
ent reasons, different factors are required to motivate employees.

When attempting to understand the behavior of an employee, the supervisor should
always remember that people do things for a reason. The reason may be imaginary,