Page 382 - The Handbook for Quality Management a Complete Guide to Operational Excellence

The science of psychology, while still in its infancy, has much to offer any-
one interested in motivating people to do a better job.

Maslow’s Hierarchy of Needs
Professor A.S. Maslow of Brandeis University has developed a theory of
human motivation elaborated on by Douglas McGregor. The theory
describes a “hierarchy of needs.” Figure 18.1 illustrates this concept.
Maslow postulated that the lower needs must be satisfied before one
can be motivated at higher levels. Furthermore, as an individual moves
up the hierarchy the motivational strategy must be modified because a
satisfied need is no longer a motivator; for example, how much would you
pay for a breath of air right now? Of course, the answer is nothing because
there is a plentiful sup ply of free air. However, if air were in short supply,
you would be willing to pay plenty.
The hierarchy begins with physiological needs. At this level a person
is seek ing the simple physical necessities of life, such as food, shelter, and
clothing. A person whose basic physiological needs are unmet will not be
motivated with appeals to personal pride. If you wish to motivate person-
nel at this level, provide monetary rewards such as bonuses for good
quality. Other motiva tional strategies include opportunities for additional
work, promotions, or simple pay increases. As firms continue doing more
business in underdeveloped regions of the world, this category of worker
will become more com monplace.
Once the simple physiological needs have been met, motivation tends
to be based on safety. At this stage issues such as job security become
important. Quality motivation of workers in this stage was once difficult.
However, since the loss of millions of jobs to foreign competitors who
offer better quality goods, it is easy for people to see the relationship
between quality, sales, and jobs.
Social needs involve the need to consider oneself as an accepted mem-
ber of a group. People who are at this level of the hierarchy will respond to
group situations and will work well on quality circles, employee involve-
ment groups, or quality improvement teams.

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