Employee Turnover and Maslow’s Hierarchy of Needs
Employee Turnover
Employee turnover is at which people leave an organization. It can be disruptive and expensive. (Armstrong, 2014). Organizations invest large sums of money to motivate and train, develop, maintain, and retain their employees within their organization. Therefore, managers at all costs must minimize employee turnover (Kevin et al, 2004). For example, one study found that Burger King Restaurants with higher employee turnover have longer wait times that translate into decreased customer satisfaction (Strewart and Brown, 2011).
There
are several reasons why people leave one organization for another or people to
leave the organization. The experience of job-related stress, the range of
factors that contribute to job-related stress, the lack of commitment in the
organization and job dissatisfaction all lead to employees leaving (Firth et
al, 2007).
Low
turnover is a strong sign that employees' needs are being met. Simply put, when
people are satisfied with their current job, they are less likely to find new
job opportunities. As you can imagine, most companies prefer lower employee
turnover (Strewart and Brown, 2011).
Although, there is no standard framework for understanding the employee turnover process as a whole, a wide range of factors have been found useful in interpreting employee turnover (Kevin et al., 2004).
In addition, effective individuals' organizations set up ongoing procedures to find out why individuals are leaving. Every employee who leaves has an exit interview, and the interviewer tries to determine why the employee decided to leave. The information obtained from the exit interviews is used to improve organizational procedures and reduce the turnover of other employees (Strewart and Brown, 2011).
Video 1.0 shows factors of turnover, signs, type of
turnover, why employees quit and turn overrate.
Video 1.0 Employee Turnover.
Source (Greegg Learing, 2018).
Employee Turnover reduce using Maslow’s hierarchy of needs
Maslow suggested that there are five major need
categories that apply to people in general, starting from the fundamental
physiological needs and leading through a hierarchy of safety, social and
esteem needs to the need for self-fulfillment, the highest need of all. When the lower need is satisfied the next highest becomes dominant and the individual’s
attention is turned to satisfying this higher need (Armstrong, 2014).
The level at which the employer meets these
requirements varies with each level, contributing to employee job satisfaction,
which in turn reduces turnover and increases the retention rate of employees.
Depending on the status of the employee, they may be at the bottom of the
hierarchy of existence - sometimes referred to as physics or at the top of self-activation.
Survival –
Motivation = Money
Survey results show that a good salary is the
most important motivating factor. This is very clear in any environment that
experiences low macroeconomic indicators. Getting a good salary becomes the
number one priority for people (Mohamed, 2020).
Safety –
Motivation =Security
Safety needs are important for human survival but
less important than physiological needs. Lactation rooms and company-provided
breast pumps help new mothers transition back to the workplace. Google has thus
developed a reputation as an employer who helps balance work and family
demands. Such efforts help make it so that only about 3 percent of staff
members leave the company (Strewart and Brown, 2011).
Belonging – Motivation = Being Part of Something
As
managerial approval is important to Maslow's hierarchical third-level
employees, motivators such as identification programs, various work structures,
peers, and teamwork improve employee performance and retention. Google offers
benefits and programs to employees to balance work and family demands (Strewart and Brown, 2011).
Self-Esteem – Motivation = Respect and Confidence in them
It comprises the need for self-respect and the approval of others. Organizations introduce awards banquets to recognize distinguished achievements. Here it explains employees should value their achievement (Abbah, 2014). Google is a culture that creates a fun and supportive working environment. Given its competitive emphasis on differentiation and creativity, Google benefits from allowing employees the freedom to be themselves (Strewart and Brown, 2011).
Self-Actualized –
Motivation = Self-Directed
Self-actualization has
been one of the most difficult needs to define because it is at the highest
level of the theoretical hierarchy and thus is a more abstract
concept. Maslow (1987) described it as “people’s desire for self-fulfillment,
namely, the tendency for them to
become actualized in what they are potential. This tendency might be phrased as
the desire to become more and more what one idiosyncratically is” (Robert,
2013).
References:
Abbah, M. (2014) Employee Motivation the Key to Effective Organizational Management in Nigeria. Journal of Business and Management, 16(4).
Armstrong, M. (2014) Handbook of Human Resource Management Practice. Thirteenth edition. London: Kogan Page.
Gregg Learning (2018) Employee Turnover [online video] Available from https://www.youtube.com/watch?v=twWZfKg9CHw [Accessed 3 December 2020].
Firth, L. David, J. Mellor, Kathleen, A.
Claude, L. (2007) how can managers reduce employee intention to quit. J. manage. Psychology, 19 (2) 170-187.
Kevin, M, Joan, L. Adrian, J. (2004) Organizational
change and employee turnover. Personnel
Rev. 33 (2) 161-166.
Robert, J. (2013) Maslow, and the Motivation
Hierarchy: Measuring Satisfaction of the Needs. The American Journal of
Psychology, 126(2) 155-77.
Strewart, L. and Brown, G. (2011) Human Resource Management. Second edition. United States: John Wiley & Sons.
