Written Assignment Unit 4

BUS5511 Human Resources Management

University of the People

Dr. Marco Reburiano

 I have been a big fan of Dr. Abraham Maslow for while now and have used his research

for self-development so I am thrilled to find that his findings and theories can be applied to HR

principles, theories, and more importantly, my very own management style.

In 1943, Dr. Maslow developed a theory, a hierarchy of needs, to explain human

motivation. His original paper was titled: “A Theory of Human Motivation” and it described five

sets of needs that all humans have, which come in an specific order and that need to be fulfilled

also in that order for the person to move on to the next need and eventually have all his needs

met. This became known as Maslow’s Hierarchy of Needs and the chart below describes what

Maslow believe were our needs and our motivation to move up his hiererachy ladder.

Today, managers everywhere, those who understand that a merely transactional

relationshig with their employees is detrimental to all involved, use Maslow’s hiercharchy to

identify and fulfill, whenever possible, the need of their staff and team members. This could be

in the form of a “pet project”, a fancier job title or flexible work hours. "One of the insights is
that as managers we can shape the conditions that create people's aspirations." (Kremer &

Hammond, 2013).

Every run on this pyramid resonates with me and I consider myself a leader that uses

these tools to engage my people and motivate myself. Obviously, as a leader, I can’t do too much

for an employee's physiological needs but as a human, I can help a person in need, employee or

not, find shelter or clothing if needed. In a management setting, I see myself aiding in the Love

and Belonging phase. It is important for leaders to make their team members feel included and

that they are an integral part of the organization. Appreciation and recognition have been proven

to be excellent motivation tools. Appreciated employees will do more than expected or even

asked for, I know this is how I operate too.

Now let's look at Maslow’s pyramid, through the lens of Performance Management

Systems. According to Michael Armstrong, performance management is “ a continuous process

of improv­ing performance by setting individual and team goals which are aligned to the strategic

goals of the organization, planning performance to achieve the goals, reviewing and assessing

progress, and developing the knowledge, skills, and abilities of people.” (Bashin, 2020). This

sounds like a mouthful but leaders do this instinctively and organically especially if they are

experienced in their fields. There are several components of characteristics of Performance

Management and I will attempt to link them to Maslow’s theory the best I can.

The following first three components: Goal Setting, Communication Channels, and

Performance Review are closely related to the Safety Needs step of the pyramid. These are the

basis to stay employed. Knowing what is expected and needed from us, communicating the same

and how we perform those afore-mentioned goals.

 The two following components: Recognition and Review and Feedback, correspond to

Maslow’s Esteem state on his pyramid. Here the employee thrives in recognition and positive

feedback, respect, and self-esteem are also attained at this level and what better way to achieve

this than by being recognized for a job well done and receiving feedback and suggestions to

make you an even better employee?

The last Performance Management System I identified was Learning and Development

and this one clearly correspond to Maslow’s Self-Actualization pyramid’s cusp. Here is where

the individual strives to be the best that he can be and develop and evolve into the best version of

himself. It is amazing to see how much water a 78 theory still holds today.

For the above reasons, I believe that the following are the most important traits of an

effective mentor and coach. Coaching based on Maslow’s pyramid has been named

transformational by some (Cunningham, 2021).

1. Active listening. The coach needs to really internalize the needs of his mentee

while understanding his abilities and limitations. The mentor needs to know that

coaching is not a one-size-fits-all venture and active listening can give him

insights into the mentee’s world and aspirations, as well as what motives him or

her.

2. Provide Feedback in a constructive manner. There is no need to alienate or

rail-road a mentee, one can constructively steer the mentee in the right direction

while fostering his sense of belonging and pride.

 3. Be a good strategist. This one requires the coach to utilize his knowledge of the

field in question as well as his analytical skills and the information gathered from

the mentee’s needs to device an effective strategy for success.

Self-Actualization is at the top of Maslow’s pyramid and for good reason. This is where

the individual reached his full potential and becomes his best self. Helping employees conquer

this level should be the goal of every leader.

Sources:

Bhasin, Hitesh (2020) “Performance Management System – Elements, Characteristics,

Benefits” Marketing91. Retrieved from:

https://www.marketing91.com/performance-management-system/

Cunningham, Martin (2021) “The Joy of Maslow. Maslow's Hierarchy of Needs and how

it supports the transformational leader in their coaching leadership style?” LinkedIn. Retrieved

from:

https://www.linkedin.com/pulse/joy-maslow-maslows-hierarchy-needs-how-supports-style-cunni

ngham/?trk=read_related_article-card_title

Jeffrey, Scott (n.d.) “Seven Qualities of an Effective Coach” ScottJeffrey.com Retrieved

from: https://scottjeffrey.com/effective-coach/

Kremer, William & Hammond, Claudia (2013) “Abraham Maslow and The Pyramid that

Beguilded Bsuiness” BBC News Retrieved from:

https://www.bbc.com/news/magazine-23902918