Expanded_Maslow's_Hierarchy_of_Needs,_Human_Needs,_Self_Actu

Contents Maslow’s Theory 4 Physiological Need 4 Security Needs 4 Social Needs 5 Esteem Needs 5 Self-actualisation 5 Advantages for Maslow’s Theory 6 Disadvantages for Maslow’s Theory 6 Conclusion 6 Job Evaluation 7 Non-analytical 7 Analytical 7 Job Ranking 7 Advantages of Job Ranking 8 Disadvantages of Job Ranking 8 Job Classification 8 Advantages for Job Classification 9 Disadvantages for Job Classification 9 Health and Safety Act 2007 10 Duties of the Employer 10 Safe Plant and Equipment 10 Competent Fellow Workers 10 Provision of Safety Equipment and Effective Supervision 10 Safe Premises and System of Work 10 Duties of the Employee 10 The Health and safety Authority (HSA) 11 Risk Assessment 13 Trade Union 20 Craft Union 20 General Unions 20 White Collar Unions 20 Irish Congress of Trade Unions (ICTU) 20 Why employees might seek to join one' 21 Bibliography 22 Maslow’s Theory “1943” (Gunnigle, Hearaty & Morley, 2007, p. 134) Maslow first took interest in motivation theories when he discovered that some needs take priority over other needs. An example, if you are hungry and thirsty, you will take care of the thirsty first and then food. Thirsty would be a stronger need than hunger without water you would not survive. When you have quenched your thirst only then will look for food. Taking this idea, Maslow designed a famous hierarchy of needs. Maslow summaries theses theory into five layers which start off with the most important which is physiological needs, security needs, belongingness needs, esteem needs and self actualisation needs. Maslow divided these needs into two categories which are higher order needs (Physiological and Safety) and Lower order needs (Social, Esteem and self-actualisation). The higher needs are normally satisfied within individual needs. Maslow believes that you start at the most important need and worth your way up. When each needs is for filled you go on to the next need till you reach self-actualisation. Physiological Need Firstly, physiological needs are the basic amenities to survive in life. These needs are, “water, food, clothes shelter and heat” (Gunnigle, Hearaty & Morley, 2007, p. 134). In the work place people expect these needs to be carried out by employers offering a competitive pay to their employees this gives people the chance to have the basic need to survive. Additional employers can offer lunch breaks, heated work place and canteen. In fact, “organisations have a legal responsibility to provide their employees with these basic needs” (Reilly, 2007, p. 83) Security Needs Secondly, when physiological needs are filled people will focus on security needs. These safety needs are the physical, environmental and emotional safety and protection. Examples of this would be job, financial and family security. In the work place, employees like to feel safe in the work place. Employers can provide these needs by offering childcare, health insurance, flexible roaster, contracts, permanent positions and company car this can motivate employees to be more loyal to the company and help with their pay to go further in everyday survive. Under the health and Safety acts employers must take accountability for their safety of their employees. Employers must value the safety and security of employees within the organisation work place. Social Needs Thirdly, social need includes the need of love, affection, friendliness, care, warmth and belongingness. People need to feel wanted and carves affection. In the work place people generally like to fit in at work and have a need to have friendship with other colleagues. The organisation can provide this type of need. For example organising work parties social events and getting colleagues to work together on projects or have a good team spirit within the organisation. Esteem Needs Fourthly “Esteem needs refers to the workers needs for confidence, recognition and respect in their job” (Reilly, 2007, p. 84).Esteem needs is all about the employer given your employees recognition for a job well done. In the work place employers can give “confidence and recognition” (Reilly, 2007, p. 84) to their employees by promotion employees to higher job position, larger office, given more responsibility and asking employees for suggestions or advice on the organisation. Self-actualisation This is the final stage in Maslow’s theory. This need is about what you can accomplish and what you have the potential to accomplish. This stage is all about what people think about themselves. This is calculated by the extent of achievement or challenge at work. This stage we should believe that we have reached our full potential. In the work place employer can assist employees to achieve their potential by given employees challenging jobs or projects, utilising the employee’s skills and promoting job opportunities within the organisation. Advantages for Maslow’s Theory • It is easy to understand by employees. • Encourages employees to constantly strive to better themselves. • Motivates employees to do work hard. • Maslow’s first need, physiological is the basic need for everyone to survive in life. Disadvantages for Maslow’s Theory • Difficult to apply to the working environment • Employee’s behaviour can respond to different needs. • Employees do not always get promoted or reach the hierarchy within an organisation • The same needs can cause different behaviours within different individuals. • It is difficult to decide when a level has been “satisfied”. • The model can overlook the behaviour of employees, especially if employees are on low wages and just waiting for that promotion. • Career advancement may be the true factor underlying changes in need deficiencies. • The theory attempts to demonstrate an imputed rationality in human actions that may not exist. • Needs don’t often group together as predicted. Conclusion Maslow’s ideas are still practised today for understanding human motivation, training managers and developing personal ideas. Maslow’s ideas are more relevant today than ever. His major concern is the responsibility of the employer to offer a good work place that encourages employees to accomplish their own unique potential. If employers can find out what level an employee has reached, then management can decide on a reward packages to suit each employee. According to Maslow’s the primary motivation is monetary rewards. This encourages employees to constantly strive to better themselves and helps managers to make decides about pay rewards. Secondly Job Evaluation Job Evaluation is a systematic process in an organisation. Job Evaluation insures that an effective compensation structure is corporate throughout the organisation. This is established by evaluating and assesses the relative value or worth of the jobs against other jobs to determine what rate of pay should be given to each employee. Armstrong defines Job Evaluation as “a systematic process for establishing the relative worth of jobs within an organisation” (Reilly, 2007, pp. 91-92). Job Evaluation is considered useful firstly because job descriptions do not also describe the full extent of competencies necessary to perform job duties. Secondly, the method of job evaluation can provide a pay system that is reasonable and equal to all employees. The person in the position of the jobs does not get evaluated; just the job itself gets evaluated. Thirdly, it can help management to plan successfully with the career support this will give managers a better understanding of the job and finally job evaluation can be assist with jobs changes within the organisation especially if an organisation expands. There are two types of job evaluation schemes, known as "non-analytical" and "analytical". Non-analytical The features that define a non-analytical evaluation schemes are examining and comparing the “whole without analysing them into their constituent parts or elements” (Gunnigle, Hearaty & Morley, 2007, p. 167). Analytical ‘‘Analytical evaluation schemes are schemes where jobs are broken down into components (known as factors) and scores for each component of the job are awarded with a final total giving an overall rank order’’ (Ash Worth Black, 2005) Job Ranking Job ranking is one of the easiest and most straight forwarding methods of evaluation jobs. Job ranking requires a group of people (both management and an employee’s representative). The team will examine and compare the individual job against other jobs being evaluated and arrange the job in order according to the important, complexity and worth or value to the organisation. When the job is ranked it is than arranged into groups or grades. Then the rate of pay is decided for each grade. Advantages of Job Ranking • Simple to understand by employees. • Quick and not expensive to develop or maintain. • Efficient in small organisations, where there are only a couple of jobs to be evaluated or ranked. Example – average 30 jobs. • “How people instinctively value jobs” (Armstrong, 1995, p. 54). Disadvantages of Job Ranking • Job ranking can be harder to implement as the amount of jobs increases within the organisation. • Job ranking is not defined. When job ranking the evaluator needs facts, information and knowledge about every jobs within the organisation. • When new jobs are created within the organisation. There are no standard methods used to compare the new job with the old jobs. This can make it difficult to decide what a suitable rate would be. Additional, the ranking method would have to be updated each time new jobs are created in the organisation. • Job ranking maybe tricky or even impossible, “to produce a felt-fair ranking for jobs in widely different functions where the demands made upon them vary significantly” (Armstrong, 1995, p. 54). • Rankings are based on the opinions of evaluators and can seem unfair to those performing the jobs. Job Classification Job Classification and Job Ranking are similar but have a different approach. Job classifications are classified into a pre-existing hierarchy of grades/categories. Firstly, with job classification the jobs are identified and divided into categories, which are called grading. Secondly, than each job is ranked at a level of importance within the organisation. An example of this will be knowledge, qualifications, responsibility, and skills etc. The final stage is to settle on how many categories to use for grouping the jobs. The most frequently used ranking of grading is from eight to ten. Advantages for Job Classification • Simple and easy to understand by employees. • Quick and not expensive to develop and maintain. If standard and instructions are developed within in the method. • Classification can be easily adjusted to suit different types of changes within the organisation. For example of types of changes would be new jobs and job titles. • This type of evaluation is better for larger numbers of employees. • Better objectives than job ranking • “Standard of making grading decision is provided in the form of the grade definition” (Armstrong, 1995, p. 169). Disadvantages for Job Classification • Job classification can be more complex than job ranking. This can occur when there is a broad range of jobs to evaluate where tasks and knowledge may not fit into certain grade categories. • With senior jobs and a broad range of jobs, this method may not be able to provide efficient grading system as the description of grading can be wide-ranging. • The grade system may cause biases between employees and groups. If grade system where built in biases. • Job Classification is not an analytical system “it is not effective as a means of establishing comparable worth and is unacceptable in equal cases” (Gunnigle, Hearaty & Morley, 2007, p. 169). Health and Safety Act 2007 The employer has the responsible for securing, maintaining and providing a safe and healthy work environment. All employers are required to carry out certain tasks when it comes to health and safety, such as preparing safety statements. These statements are a list of hazards that may occur. The employer must know how to deals with these hazards. Duties of the Employer Safe Plant and Equipment This refers to equipment, material and tools that are used in the organisation. Employer must keep all their records up to date. By keeping up to date records this will show health and safety a duty of care to the employees. Competent Fellow Workers Employers should ensure that employees have training, skills and knowledge for the job to be carried out successfully. This will reduce any risks of injury or accidents. Provision of Safety Equipment and Effective Supervision Employees are expected to provide their employees with the required protective equipment, clothing and instruction on how to use equipment to carry out the tasks. This will prevent the employee from risk of injury or accidents. Additionally employers are expected to monitor that employees wear the protected clothing etc. Safe Premises and System of Work Employers must ensure that they take good care in the work environment. This control any risks to employees that could of being avoided by better organisation by the employer. Duties of the Employee • Employees are expected to obey with Health and Safety standard. • Employees should never be under the influence of alcohol or drugs. This can put people, employees and themselves in danger. • Employees should take part in any Safety and Health training or courses offered by the employer. • Employees should also wear the protected clothing and use the equipment, tools as instructed by your employer. • Report to your employer, if there is any problems in the working environment such as equipment, machinery and tools. The Health and safety Authority (HSA) HSA is a state-run centre for information, guidance and advice to employees, employers and self-employed. Here are the following services with the HSA can offers. • Promotes good advice of Health and Safety in a work environment. • Examine all work environments and ensure that employers are compliance with Health and Safety standards. • Investigate complaints by employees of any serious injuries or accidents at work. • Provides an information and help desk. • ‘’Develop new laws and standards on health and safety at work” (HSE, 2005). • Prevents risks to others in the work environment. .Case Study Oran Pre-Cast Concrete Ltd (2003) Thomas Farragher work in Oran Pre-Cast Concrete ltd in Mayo. On the 3rd of September 2001 he was replacing a damaged roof gutter on the Oran Pre-cat Concrete building ltd. Thomas fell from a height of about nine metres when he was replacing the roof gutter. Thomas died from this accident. The Health and Safety Authority’s also advise the court, that Oran Pre-cast Concrete Ltd had a ’’very poor” (Bruce, 2003) safety records as previous visits to other sites. Oran Pre-Cast Concrete Ltd advised the courts that they had made great improvement since the accident. They have two safety officers now instead of one and they are getting advice from an external consultant for training and development. Oran Pre-cast Concrete Ltd pleaded guilty to breaches of the Safety, Health and Welfare at Work Act, 1989, and the Safety, Health and Welfare at Work (Construction) Regulations of 1995.The court held under the Health and Safety Legislation Act, that Oran Pre-cast Concrete where in breach and was fined £500,000. The court also held that under this act that Thomas had not received adequate safety, protection and training for this height to do this type job. Risk Assessments and Safety Statements Company Name Crusty Corner Company Address¬¬¬¬¬ 37 Avondale, Dunboyne, Co Meath Area/Department/Activity Yard Shed, laundry, toilet and kitchen area also general duties. Signed: Clare O’Brien Date: 31/03/2013 Assessment Review Date: 01/05/2013 Lists of hazards and risks here: List groups of people who are especially at risk from the significant hazards; Yard Hazard: The side entrance to the yard is left open Risks: This could allow unauthorised person access. • Employees • Customers Storage Shed Hazard: The shed door was left open which contains food containers. Risks: Rodents may enter and contaminate surfaces. • Employees • Customers Laundry Area & Toilet Hazard: The flooring of both the laundry area and toilet is damaged. Risks: Could cause a trip accident. • Employees • Suppliers Hazard: Where there is a build up of lint in the dryer. Risks: There is a risk of a fire. • Employees • Suppliers • Customers Kitchen Hazard: There is emergency lighting in this area, fire unit emergency button and fire blanket. Risks: If not check on a regular basics, can cause serious harm. • Employees • Customers Hazard: The deep fat fryers in the kitchen. Risks: Can cause serious injuries. • Employees Hazard: The two mixers in the kitchen. Risks: If not maintained correctly, can cause injury. • Employees Hazard: There is trailing cable from the island in the main kitchen. Risks: Shock likely to occur and can cause injury. • Employees General Hazard: Chemicals used on oven, toasters etc. Risks: Exposure to skin can cause burning to skin. • Employees Hazard: Manual handling of milk and drinks. Risks: Back injury likely to occur and be reportable. • Employees Assessment Undertaken by: Clare O’Brien Page 4 of 6 Lists required controls here or note where the information may be found: Responsible person: which you have identified: Yard • Ensure that this side entrance is closed when it is not in use to prevent unauthorised access to the yard. • Gate fitted with lift-up rail to ensure it is easy to open and close. • Employees • Supervisor • General Managers • Suppliers • This shed should be closed when it is not in use to prevent rodents entering. • This will ensure all food containers will not get contaminated. • Employee • Supervisor • Suppliers Laundry and toilet Area • Staff should be trained and aware of cleaning the dryer after every cycle. • Employees • General Manager • Supervisor • This flooring in laundry and bathroom area should be repaired to prevent the risk of a trip accident. • Employees • Supervisors • General Manager • Suppliers Kitchen • Report Defective cable • Check all leads monthly • General Manager • Suppliers • Employees • Supervisors • The emergency lighting should be serviced on a quarterly and annual basis by a competent person in accordance with the quality standard I.S 3217:2008 by a competent person. These services should be recorded in the Fire Register. • The break glass units should be tested on a weekly basis using the provided test key to ensure that it is working properly and these tests are recorded. • Ensured that all staff is trained in the safety use of fire extinguishers and fire blankets. • Employees • Supervisor • General Manager • A standard operating procedure should be developed for the safe use, maintenance and inspection of the mixer. • Staff should check the emergency stop buttons are tested on a weekly basis and these tests are recorded. • Staff should be trained in the safe operating procedure for these mixers. • Employees • Supervisors • General Manager • Oven gloves are provided to all employees when cleaning deep fat fryers. • Training to given to employees for the maintaining of the deep fat fryers as per the manufacturer’s guidelines. General Duties • Ensure staffs have suitable gloves for cleaning and use of chemicals. • Employees has received chemical training which is good practise and should now be aware of the location of the material safety data sheet folder so that it can be accessed without delay in the event of an injury incurred by a chemical. • Employees • Supervisor • General Manager • Employee training in manual handling. • Have a trolley to move milk, drinks etc around the premises. So no heavy lifting is carried out by staff. • Employees • General managers • Supervisors Trade Union Trade unions are association that represent people in the working environment. They protect the interest of the people by improving pay and maintaining conditions of employment. The major role with trade unions is assist members with advice and services. Employees are likely to join a particular union because of what profession or trade in which they are employed. The trade union is grouped into three categories which are: Craft Union This was established ’’in the mid-1800s” (Reilly, 2007, p. 106). The craft union protect skilled workers who have entered into an apprenticeship, such as electrician, plumber. General Unions This union was established in the “1860” (Reilly, 2007, p. 106) and became more popular in the early 1900s. This union has a more open approach, it allow membership of all types, such as unskilled and semi-skilled workers. White Collar Unions There has being an increase in membership since 1960s. The white collar union protects “professional, supervisory, clerical and managerial workers” (Reilly, 2007, p. 106). Irish Congress of Trade Unions (ICTU) ICTU is the main organisation for trade unions in Ireland. The functions of the ICTU are as follows • To organise the employment of trade unions in Ireland. • To symbolise the interest of the employees. • To resolve disagreements between unions and employers. • Promote union policies. Why employees might seek to join one' • To bring together employees who have similar interests. • Maintain conditions of employment, this would be to ensure that promises are honoured by employer. • Trade Union can negotiate conditions of employment and rates of pay. • Trade Unions can dispute issues on behalf of members. • Trade Unions can protect employees and secure their jobs. • Trade Unions negotiate with employers any job dissatisfaction • Trade Unions maximise exploitation within the organisation • Trade Unions provide employees with knowledge of information, such as pension rights. Bibliography Ashworthblack.(2005).JobEvaluationScheme.Available: http://www.ashworthblack.co.uk/jobevaluation.htm. Last accessed 01/04/2013. Crusty Corner risk assessment Gunnigle, Hearaty & Morley (2006). Make that Grade. 3rd ed. Dublin: Gillmacmillan. 34. Health and safety Authority. (2005). A short guide to the Safety, Health and Welfare at Work Act 2005.Available:http://www.hsa.ie/eng/Publications_and_Forms/Publications/Safety_and_Health_Management/Short_Guide_to_SHWWA_2005.pdf. Last accessed 01/04/2013. Helen Bruce. (2003). firm Fined after worker fell to this death. Available: http://www.independent.ie/irish-news/firm-fined-m-after-worker-fell-to-his-death-25937484.html. Last accessed 02/04/2013. Itb moodle Linda Reidy (2007). Make that Grade. 2nd ed. Dublin: Gillmacmillan.