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Maslow’s Hierarchy of Needs

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Critically evaluate Maslow’s hierarchy of needs as way of understanding employee motivation in contemporary Chinese business.

Maslow identifies human needs in a pyramid that is formed from five layers. He presents these layers as physiological needs, safety needs, social needs, esteem needs and self-actualization needs. These needs are structured in hierarchical order (Sultan, 2004). Depending on Maslow’s theory, every need must be met so that individuals can develop to a higher stage. Managers can stimulate their staff by offering special returns that help meet the need. If a need has been met, it will not act as a strong impetus. After that, employees shift to a higher tier in the hierarchy of needs and concentrate on meeting those needs. An individual will meet basic-level needs before altering behavior to satisfy high-level needs. As Geren (2011) states, employees in contemporary Chinese business also have low-to-advanced levels of needs. Despite the fact that Maslow had not thought over cultural diversity that exists in human requires, the theory can be well applied to understanding employee motivation in current Chinese companies if it is adapted to accommodate the varying circumstance, and it provides insights for Chinese managers into what motivates employees. This essay is going to talk about the assessment of Maslow’s theory as way of understanding employee motivation in current Chinese business, and show in which situation that the theory can be well applied to Chinese business.

References:
Adler, N. J. (1991). International dimensions of organizational behavior. Boston: PWSKent Publishing Co.

Certo, S. C. (1997). Modern Management. 7th Ed. Upper Saddle River, New Jersey: Prentice-Hall.

Gambrel, P; Cianci, R. (2003) Maslow’s Hierarchy of needs: Does It Apply in A Collectivist Culture. Journal of Applied Management and Entrepreneurship; Apr

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