Maslow's Hierarchy used in Employee Engagement

 Maslow's hierarchy of needs may be applied to employee engagement; it is an intriguing exercise since it helps us understand why we should make changes to our management style in order to keep talents and top performers inside the firm (Stawasz, 2019). There are distinct demands at each level that allow an individual to feel fulfilled.  

(Source: Taormina & Gao, 2013)

The hierarchy is sometimes portrayed as a pyramid to symbolize the requirement to complete the lower levels before moving up to the next level (Kaur & Sandhu, 2019). Without fulfillment on the level below in the hierarchy, a person will be unable to grow because they will be lacking in motivation (Kaur & Sandhu, 2019). Maslow's Hierarchy of Needs may also be used to workplace employee engagement.

1. Highly Engaged - An employee is delighted to assist and motivate their coworkers and will not depart.
2. Engaged - Someone who believes they have a significant and necessary position in the business and is more likely to succeed.
3. Almost Engaged - They understand that they are a part of something greater in the organization, but they may quit if a better opportunity becomes available.
4. Not Engaged - Is seeking for other possibilities, is dissatisfied with management, and may be unsatisfied with their working circumstances.
5. Disengaged - They merely work for a paycheck, are unsatisfied with their employment, and are likely to leave the organization soon.

Similarly, to Maslow's Hierarchy, an employee must first satisfy their fundamental requirements, such as income and working conditions, before moving on to higher level demands, such as feeling part of something greater inside an organization. Increased employee engagement translates to higher staff retention and reduced employee churn, which reduces employers' recruiting and training expenditures (Artaya et al, 2021). Employee engagement reward and recognition programs are an excellent approach to incentivize employees and boost the number of individuals higher up the employee engagement hierarchy of demands (Ștefan et al, 2020).

This contributes to a high degree of employee engagement, which is a tactic used to retain staff for a set amount of time (Artaya et al, 2021). The high retention rate might be beneficial to the firm. It is possible if the organization considers elements like Maslow's hierarchy of needs, salary, and work environment. Organizations that retain their top performers are more likely to achieve success while saving money (Taormina & Gao, 2013).

List of references

 Artaya, P., & Made, K., & Muchayan, A., & Deviyanti, I. (2021). Abraham Maslow's Hierarchical Need Fulfillment and Herzberg's Two-Factor Theory for Creating Worker Loyalty. The spirit of society journal. 4, pp 66-75.

Kaur, N., & Sandhu, A. (2019). The Effect of Organizational Hierarchy on Fulfilment of Employee Needs in an Indian Organization, pp 34-89.

Stawasz, M. (2019). Employment Satisfaction and Maslow’s Hierarchy of Needs Expansion Theory by the Pastoral Care Department. J. of Health Science. 7, pp 12-90

Ștefan, S., & Popa, S., & Catalina Florentina, A. (2020). Implications of Maslow’s Hierarchy of Needs Theory on Healthcare Employees’ Performance. Transylvanian Review of Administrative Sciences, pp 124-143.

Taormina, R., & Gao, J. (2013). Maslow and the Motivation Hierarchy: Measuring Satisfaction of the Needs. The American journal of psychology. 126, pp 155-177.