Need or the desire is a very important element in motivation because the employees get motivated only for their needs and if the needs are fulfilled completely then it is not possible to motivate the employees. Maslow has given a sequence or hierarchy of needs .

Assumptions:

Maslow’s theory is based on the following assumptions.

(i) People’s need influences their behaviour.

(ii) Needs of the individuals can be arranged in a hierarchical order.

(iii) An individual can move to a higher level need only when the lower level need in the hierarchy is satisfied.

(iv) Once a need is satisfied, an individual can be motivated only through the next higher level need.

Theory

The following is the hierarchy of needs as given by Maslow.

(a) Physiological Needs: Such needs comprise of essential requirements for sustenance of life. They are at the top of the hierarchy. The fulfilment of these needs is necessary for survival. For example, food, clothing, shelter are physiological needs. An employee requires a certain basic salary for the satisfaction of these needs.

(b) Security Needs: These needs relate to physical and economic security and well-being. For example, an employee desires job security, income stability, etc.

(c) Belongingness Needs: Such needs comprise of the social needs of an individual such as affection, acceptance, companionship, etc. as every individual yearns for social acceptance and belongingness.

(d) Esteem Needs: These needs include such elements as respect, dignity, recognition, etc. as every individual wants to command respect and acknowledgement in the peer group.

(e) Self-Actualisation Needs: This need refers to achieving what one aims or aspires. It is the highest level need in hierarchy. For an employee such needs relate to growth, work satisfaction, etc.

Maslow’s theory is widely appreciated and is used as basis for motivation by the managers. However, sometimes it can happen that needs of an individual do not follow the exact order of hierarchy. Nevertheless, an understanding of the needs as given by Maslow helps the managers in practicing efficient motivation.

Question - 22 : - What are the common barriers to effective communication? Suggest measures to overcome them.

Answer - 22 : -

Barriers in Communication: Sometimes the message is sent by sender does not reach the receiver in the same manner as expected by the sender. Therefore it is important for a manager to identify these barriers and take measures to overcome these. Barriers to communication can be classified as follows:

(a) Semantic Barriers: Semantic barriers of communication relate to the use or understanding of language. Sometimes it happens that certain words, sentences or phrases remain ambiguous or difficult to understand. Thereby, they are likely to get misinterpreted. Such barriers in communication that arise out of ambiguity or difficulty in understanding of words and sentences are known as semantic barriers. For example, sometimes while giving out instructions the senior or specialist uses technical vocabulary that might be difficult to understand for the subordinates. Similarly, at times two or more words have the same pronunciation (such as access and excess), that results in confusion regarding the correct interpretation of the word.

(b) Psychological Barriers: Emotional or psychological factors also act as a Barrier to effective communication. The state of mind has great influence over the information and it’s reflection. As a frightened person may not communicate properly similarly an angry person may not receive the communication effectively.

(c) Personal Barriers: Sometimes personal factors related to the sender or the receiver act as a hurdle in communication. For example, often in formal organisations, superiors do not share such information that they fear will harm their authority. Similarly, due to lack of trust on their subordinates, they may not be willing to pay attention to the information provided by them. In a similar manner, subordinates may lack the incentive to communicate freely with the superiors. Thus, in such cases effective communication is hindered due to personal factors pertaining to the sender and the receiver

(d) Organisational Barriers: In formal organisational structures, barriers to communication arise due to such factors as authority, rules, regulations, relationships, etc. For example, if an organisation follows long vertical chains of communication, it might result in delay in the flow of information. Similarly, a highly centralised organisational structure obstructs free communication.

Measures to overcome Barriers in Communication:

The following are some of the measures that can be adopted to overcome various barriers of communication.

(i) The communication should take place as per the understanding level and capabilities of the receiver. That is, it must be ensured that the receiver is clearly able to understand the information.

(ii) The language, tone and content of the information should be appropriately chosen. It should be easily understandable and should not harm anybody’s sentiments.

(iii) For the communication to be effective proper feed backs must be taken from the receiver. That is, he must be encouraged to respond during the conversation.

(iv) It must be ensured that the information is complete in all respect and nothing is left ambiguous.

(v) The core idea of the communication must be clear between the sender and the receiver. That is, it must be conveyed properly what the communication is about.

(vi) The sender of the information should also be a patient listener. He should be open to communication from the other end as well.

Question - 23 : - Explain different financial and non-financial incentives used to motivate employees of a company?

Answer - 23 : -

Financial Incentives: The reward or incentive which can be calculated in terms of money is known as Financial incentives.The following are some of the financial incentives used in the organisations.

i. Salary and Allowances: In every organisation salary and allowances given to the employees forms the basic form of financial incentive. Regular raise in salaries and grant of allowances acts as a motivation for the employees

ii. Performance Based Incentives: Often organisation offer monetary rewards for good performance. This induces the workers to improve their efficiency and performance.

iii. Bonus: Bonus refers to the extra reward over and above the basic salary. It can take the form as cash, gifts, paid vacations, etc. For example, some organisations grant bonus during festival times such as Diwali bonus.

iv. Commission:Commission is the common incentive offered to employees working under sales department. Generally the sales persons get the basic salary and along with this commission on every sales order.

v. Retirement benefit: Some organisation offer retirement benefits such as pension, provident fund, gratuity, etc. to motivate people.

Non- Financial Incentive:The incentive which cannot be calculated in terms of money are known as non- financial incentives. These are-

i. Status: Status refers to rank, authority, responsibility, recognition and prestige related to job. By offering higher status or rank in the organisation managers can motivate employees having esteem and self actualisation need active in them.

ii. Organisational climate : It refers to relation between superior and subordinates. A positive approach adopted by manager creates better organisational climate whereas negative approach may spoil the climate.

iii. Career Advancement: Managers must provide promotional opportunities to employees. Whenever there are promotional opportunities employees improve their skills and efficiency with the hope that they will be prompted to high level.

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