Company

Orientation
and Employee
Motivation

Editing and layout by: D.J. Case & Associates 317 E. Jefferson Blvd. Mishawaka, IN 46545 [email protected]

Written by Neal Holladay, Holladay Management Services, Inc. www.holladaymanagement.com

Funded by the USDA Wood Education and Resource Center, Princeton, WV in partnership with the
IHLA, WMMA, AHMI, AWFS, AWI, KCMA, WCMA, and the WPMA.

Table of Contents

Orientation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

The Orientation Process vs. Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Objectives of Company Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Two Phases of Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Orientation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Suggestions for an Effective Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Employee Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Understanding Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

What Managers can do to Affect Employee Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Money and Motivation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Hispanics and Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Company Orientation

All of us, at one time or another, have had a first day on

the job. We remember what it was like to be inundated
with new information and processes and being
uncertain of how to apply it all. Some of us may have
experienced the sink or swim scenario and were put
to work immediately with little instruction or guidance
and expected to learn as we went. With new
technologies, process inventions, workplace legislation,
legal precedents, and increasing competition, the old
sink or swim method can wind up being a detriment,
both to the employees success and the companys
bottom line.
It is vital that new employees have an understanding of
your operation, what is expected of them, and that they
are capable of completing their job in their new work
place. However, many companies fail to fully realize
the importance of this introduction and its effect on
employee morale, motivation and future productivity.
Company orientation is your opportunity to lay a solid
foundation for a productive, loyal, and healthy relation
ship with your employees. When workers understand
and implement correct and efficient operating proce
dures, productivity is much higher, workplace accidents
are fewer, and the quality of the product will be better.
When workers are more knowledgeable, they feel more
secure and are more likely to be on-board with
company goals and objectives. When employees see
how they fit in to the overall picture, you are likely
to have a happier, more motivated workforce that sees
their employment with you as an investment into their
future as much as your decision to hire them was an
investment in the companys success.
When a new employees native language is not English
and their ability to communicate in English is limited, it
is best to hold orientation in their native language,
through an interpreter if necessary, to insure that they
understand everything.

The Orientation Process

vs. Program

It is important to think of orientation as a process

rather than a program. People, when exposed to new
information, have to digest it before they can
completely understand and absorb it into long-term
memory. It is unrealistic to expect a new employee to
capture, understand and retain all of a companys
policies and procedures within a few hours or even a
half-day of company orientation. Employers should
plan to spend at least a day on this effort. Preferably,
this time should be spread out into multiple sessions
over several days to allow the employee time to
internalize the information and formulate questions.
Additionally, it is critical to update all employees
when there are changes in the companys policies
and/or procedures.
When employees are not provided complete informa
tion or explanations when there are changes, there is
the normal human tendency to fill in this informa
tion void with rumors or historical information.
Correcting this misinformation takes a lot more time
and effort than does providing complete and correct
updates as the companys administration makes deci
sions. If management makes changes in policy, proce
dures, or production methods that affect the employ
ees, it is best that they are told why the decision was
made and how it will impact them.
Time spent on a quality orientation will reduce the
headaches and problems that will undoubtedly arise
if employees are uncertain about their role in
the workplace.

Objectives of Company
Orientation
To Reduce Startup-Costs P roper orientation
can help the employee get up-to-speed much
more quickly, thereby reducing the costs
associated with learning the job such as
mistakes and downtime caused by uncertainty,
confusion and a lack of information.
To Reduce Anxiety An employee, when put
into a strange, new situation, will experience
anxiety that can impede their ability to learn the
job. Proper orientation helps to reduce anxiety
that results from entering into an unknown
situation and helps provide guidelines for
behavior and conduct, so the employee doesnt
have to experience the stress of guessing.
Additionally, supervisors spend far less time
correcting undesired activities and actions.
To Reduce Employee Turnover Employee
turnover increases as employees feel they are
not valued or are put into positions where they
cant possibly do their jobs because they dont
know what is expected of them. Orientation
shows that the organization values the employee
by giving them the tools and information that
will help them to succeed on the job.
To Save Time Simply put, the better the initial
orientation, the less production time
supervisors and co-workers will have to spend
showing, telling, and answering questions.
To Develop Realistic Job Expectations,

Positive Attitudes and Job Satisfaction

It is important that employees learn early what

is expected of them, what to expect from others,
as well as learning about the values and philoso
phies of the organization. While people can and
do learn from experience, many unnecessary,
costly, and often dangerous mistakes can be
avoided with a thorough orientation.

Two Phases of

Orientation

It is recommended that a complete orientation be

done in two sections or phases, an overview phase
and the job-specific phase.

1. Overview Phase
The overview phase deals with the basic information
an employee will need to understand the broader
organization of the company. The human resources
department or administrative staff often conducts this
phase since much of the content is general.
It is also recommended that the site manager be intro
duced to the new hires at this time to establish good
relations between the hourly employees and top man
agement right from the start. You may wish to have
that top manger conduct part of the orientation
such as telling about company history and philosophy
or give the new hires an introductory tour of the
facility. If your company is a large, multi-site
organization, a pre-recorded greeting or welcome by
the companys president/CEO is a good way to start.
During the overview phase the following general areas
should be covered:
General company information; history, philosophy,
market niche, departments and branches.
Important policies and general

(non-workstation specific) procedures.

Information about compensation and benefits.

Safety and accident prevention issues.
Employee rights and responsibilities.
Overall discussion and tour of physical facilities.
During this phase, it is a good idea to have employees
follow along in the employee handbook so they know
where important polices and procedures are found
and can refer to them again. The overview phase
does not have to be a recital of every section of the
employee handbook. Instead, the most important
issues should be addressed and summarized.
Your companys employee handbook should have

included an Acknowledgement of Receipt and

Understanding that should be removed, signed, and
returned to management by the new employee upon
completion of the orientation processes. This
acknowledgment is usually general in nature and
therefore your company attorney may recommend that
you have individual signed statements of
understanding for the most critical policies and
procedures such as handling of hazardous materials,
sexual harassment, disclosure of trade secrets, etc.
All signed Acknowledgement of Receipt and
Understanding statements should be stored in the
employees personnel file.

2. Job-Specific Phase
The immediate supervisor and/or manager best
conducts the job-specific phase of the orientation
process because much of the content will be specific
to the individual and their workstation and
surrounding area. At this time, the new employee is
made aware of the production cycle, quality control,
and how his/her role fits into the completion of the
final product or goal. It should be specifically demon
strated how the employees actions directly affect
subsequent steps in the manufacturing process.
During the job-specific phase of the orientation
process, the following areas should be covered:
Function of the organization and how the

employee fits in

Specific job responsibilities, expectations

and duties

Layout of the work area

Job specific policies, procedures, rules and
regulations (including all safety measures)
Introduction to co-workers and key people
in organization
This phase can be considered to encompass the first
few days on the job in which the employee is not yet
expected to be 100% proficient and works closely
with supervisors and/or co-workers who supply
additional information, tips and instruction as the
employee is brought up-to-speed.

Orientation Checklist
The following list of criteria should serve you well as a
measuring tool for determining the effectiveness of
your orientation process. Upon completion of the
process, your new employees should be able to
answer yes to all of the following questions:
I have a clear understanding of the companys
core business (what it does, services rendered,
products produced, needs filled, etc.) and its
mission and/or vision.
I understand the duties and responsibilities of

my job and the standards by which my

performance will be judged.

I know the location of relevant company

facilities and equipment that are needed in my

day-to-day work.

I have all the basic resources (information,

procedures, equipment, etc.) I need to perform
my job effectively and safely.
I have met with the person I report to and have
either met or spoken to co-workers that I work
with as part of my job.
I am aware of all security procedures related to
my job and the company in general (access to
and use of company property, privileged or
proprietary information, etc.).
I am aware of all safety requirements,

equipment and procedures necessary to

perform my job safely.

I am familiar with all basic company policies

(including conduct, holidays, absenteeism, and
vacation time).
I understand my wage structure and am aware

of any bonus or incentive arrangements that

could affect how much money I earn.

I understand my benefits package (health

insurance and other related benefits) and am

aware of the basic procedures for using

those benefits.

I am aware of all company support services: I

know who to go to if I need help (job
information, instructions, medical
attention/accident reporting, counseling,
substance abuse, personal issues, etc.).

Suggestions for an

Effective Orientation

1. Begin orientation with the most important

information first. More detailed information
should be provided in a timely manner, yet at a
pace that the new employee can fully
understand and absorb it.
2. Emphasize people not just polices and
procedures. Employees should have a chance
to get to know the people around them
(supervisors and co-workers). They should
have a clear idea of what role other people
play in the company and the overall chain
of command.
3. Buddy a new employee with an experienced
co-worker. This provides on-going support
during the first few days or weeks of
employment. Make sure the experienced
employee a) wants to buddy-up, b) is highly
competent technically and follows proper safety
procedures, and c) has sufficient interpersonal
and communication skills needed to be an
efficient tutor.
4. Utilize multiple sessions or meetings during
the orientation process. Ideally these sessions
should be spread out over a 2 to 5 day period.
This way, the new employee will retain much
more of the information presented, experience
less anxiety, and more efficiently adapt to their
new work environment and responsibilities.
An effective orientation process can make a tremen
dous difference in whether or not a new employee
becomes a significant asset or a costly liability. The
time and effort invested in the beginning can insure a
happier, safer and more productive workforce.

Resources
Messmer, Max (1999). Human Resources Kit for
Dummies: Chapter 11 Starting off on the Right
Foot. IDG Books Worldwide.
(http://www.dummies.com/WileyCDA/Dummies
Title/productCd-0764551310.html)
Lawson, Karen (2002). New Employee
Orientation Training. American Society for
Training & Development.
(http://www.amazon.com/exec/obidos/tg/detail/-/
1562863185/002-3651839-2715202?v=glance#
product-details)
Caldwell, C. M, Crisp, M.G (1988). New
Employee Orientation: A Practical Guide of
Supervisors. Crisp Publications.
(http://www.amazon.com/exec/obidos/tg/detail/
/0931961467/ref=pd_sim_books_3/002-3651839
2715202?v=glance&s=books)
Orientation Vs. Integration, Part 1: Orienting
the New Employee.
(http://humanresources.about.com/library/weekly
/uc022601a.htm)
Orientation Vs. Integration, Part 2: Productive
on the First Day.
(http://humanresources.about.com/library/weekly/
uc022601b.htm)
Guide to Managing Human Resources, Chapter 5:
New Employee Orientation.
(http://hrweb.berkeley.edu/guide/orient.htm)

Related Reading
The Timeshare Beat: With regard to Orientation
(http://www.thetimesharebeat.com/global/
sikes21.htm)
The Business Review: Effective orientation program
is the first step to worker retention
(http://www.bizjournals.com/albany/stories/2000/09
/25/smallb2.html)
About.com - Human Resources: Top Ten Ways to
Turn Off a New Employee
(http://humanresources.about.com/library/weekly
/aa022601a.htm)The Mystery of Motivation:

Employee Motivation:

Getting the most out of your Workforce

In the workplace, motivation is an often talked about

concept used to describe efforts to increase
employees work performance and productivity. We
often hear statements from frustrated supervisors such
as, Hes just not motivated, or I have got to figure
out how to get these guys motivated. The crusade to
motivate employees to better or even acceptable
performance is one that is often fought with mixed
and sometimes disappointing results. The source of
this disappointment in based largely on a huge
misconception that mangers and supervisors have;
that is, they believe that they can motivate their
employees. The truth is that it is impossible to motivate
another human being. Human beings are motivated by
their own needs not someone elses. Understanding
this fact is the first step to getting your employees
performance to improve. It is also important to
understand how different groups have different needs.
Hispanic employees will not necessarily react to the
same motivational efforts as non-Hispanics. When
dealing with two cultures in the workplace it is
important to understand what cultural and situational
factors affect productive behaviors and why.

Understanding Motivation
Known as the father of Humanistic Psychology,
Abraham Maslow stated that human beings are
perpetually wanting animals that are driven by
needs which drive us to into action.1 Maslow asserted
that most all human behaviors can be explained in
terms of the individual needs we experience. These
needs guide our actions and determine what is
important to us; therefore they are the true source of
human motivation.2

Maslow stated that people experience tension or

discomfort when a need is operating. Our motivation
is to relive this discomfort. For this reason we engage
in certain behaviors with the goal of accomplishing
this. For example, when we are hungry we feel a
discomfort that will not be satisfied until we eat.
Therefore we are likely to engage in behaviors such as
driving to a restaurant, ordering food and ultimately
eating until we are satisfied and the discomfort is no
longer present. This need will goad ones behavior
until it is satisfied. Once satisfied, this need is no
longer a motivator (i.e. when you are full you are no
longer motivated to eat). Therefore only unsatisfied
needs are true sources of motivation.

Maslows Hierarchy of Needs

In order to truly understand employee motivation, we
must first understand human needs. Maslow
organized human needs into a hierarchy based on five
need categories. He arranged them starting with the
needs that produce the most primitive and immature
behaviors and ending with needs that produce more
mature behaviors. These need categories are in
ascending order as follows: Basic needs, Security
needs, Belonging needs, Esteem needs, and SelfActualization needs. Maslow suggested that humans
tend to progress through the need categories much
like climbing a ladder. Once you have somewhat
satisfied a lower-level need you become aware of the
next upper-level need and seek to satisfy it as the
lower-level need is no longer a significant source of
motivation. Logically you can only get to the next step
in a ladder by having successfully negotiated the
previous step (See figure 1).

Figure 1

Security Needs
SelfActualizaton
Esteem Needs
Social - Belonging Needs
Security Needs
Basic Needs

Basic Needs
On the first level of the Hierarchy are the needs which
reflect physiological and survival concerns such as
having enough food, shelter and clothing. These
Basic needs, adapted to the workplace, manifest
themselves in things such as:
a concern for good working conditions where
employees are not subject to excessive
physical strain

The second level in the Hierarchy is concerned with a

need for safety, orderliness, predictability and risk
avoidance. On the job these needs manifest
themselves in things such as a desire for:
fringe benefits such as health insurance, 401k &
pension plans, and worker compensation.
performance standards and safe

working conditions

adherence to set procedures and predictability

According to Maslow, these needs must be at least
minimally satisfied before an employee is concerned
with Social and belonging needs at work. For
example an employee is not likely to put much
emphasis on making friends at work if he/she fears
for her personal safety.
Social & Belongingness Needs
After basic and security needs are satisfied, we start to
feel a need to affiliate ourselves with others. In the
work place, Social needs present themselves as:
a desire to interact and be accepted by

co-workers and supervisors

amenable work schedule allowing opportunities

for leisure time, vacation, and time off

a desire to pursue meaningful and harmonious

relationships

a concern for adequate salary to the extent to

with a job allows for the purchase basic
necessities, creature comforts and
personal property.

a desire to be an appreciated part of a Team and

have a sense organizational belonging

These are our basic needs that, according to Maslow,

must be satisfied before one is concerned with or
possibly even aware of the next level of needs. For
example, having food on the table and a roof
overhead takes precedence over whether or not an
employee has a 401k plan or not. Once an employee
is making a satisfactory salary that will provide these
things, salary becomes less important and security
needs such as having a savings plan rise to
the forefront.

According to Maslow employees pursue these things

naturally after they are at least somewhat satisfied
with things such as salary, benefits and safe working
conditions particularly because these considerations
are most often known to the employee prior to
accepting the job. By the same token, employees
generally tend to seek acceptance in an organization
before they make efforts to achieve status, a yet higher
need on the hierarchy.

Esteem Needs
Once an employee feels accepted at work and is
satisfied with his pay and benefits, he is likely to feel
the need to distinguish himself and be recognized.
These are Esteem needs. At this level in the Hierarchy,
employees become motivated by:
a desire to be recognized or praised for doing
good work
opportunities to display their competence

and skill

opportunities to achieve status and feel

important in an organization such as being
promoted or included in planning and
decision making.
Hersey (2001) states that satisfaction of Esteem
needs produces feelings of self-confidence, prestige,
power and control. People begin to feel that they are
useful and have some effect on their environment.3 At
this level, employees begin to find satisfaction in the
work itself and the more ambitious employees begin
to stand out from the rest. Though not all employees
seek out more responsibility and status, generally
everyone likes to be praised and appreciated for
doing a good job.
Self-Actualization Needs
According to Maslow, once our need to stand out and
prove ourselves to others has been somewhat
satisfied, an even higher need emerges: the need to
prove ourselves to ourselves. 1 Like Esteem needs,
Self-Actualization needs are fulfilled through the
intrinsic value of the work itself but are centered
around a need to test our capabilities and discover
our true potential. Those experiencing SelfActualization needs are motivated by:
work that is meaningful and rewarding and
personally challenging
opportunities to be creative and innovative
being in a challenging environment were they
have a certain degree of autonomy

Hersey (2001) stated that Self-Actualization is the

need to maximize ones potential, whatever it may be.
A musician must play music, a poet must write, a
general must win battles, a professor must teach.3
Employees concerned with Self-Actualization perceive
their occupation as a meaningful career in which they
are fulfilling a higher purpose rather than just to pay
the bills. Mangers and executives in particular are
often found to experience these needs but employees
at all levels can find meaningful satisfaction in their
work provided management sets the proper
groundwork (see What Managers Can do).

Motivation-Hygiene Theory
Building on Maslows research, Fredrick Herzberg
discovered that Motivation as it pertains to improved
job performance was related directly to the upper-two
levels of Maslows hierarchy, Esteem and SelfActualization needs.4 He stated that in the workplace,
these needs are satisfied by the nature of the work
itself and the drive to satisfy these needs results in
more mature and productive behaviors. He called
these upper-level needs Motivators. He went further
to say that true job satisfaction is only possible when
pursuing these needs.
At the same time Herzberg found that the fulfillment of
Basic, Security, and Social needs only served to
prevent employees from becoming dissatisfied.
Things such as salary, fringe benefits, and working
conditions allow the individual to function on the job
and only serve as a source of distraction when they
are absent. Interestingly, when these factors are
present employees are not satisfied nor are they
motivated to do an excellent job, they are simply not
dissatisfied. Herzberg called these lower-level needs
Hygiene Factors (see Table 1).

Table 1
Motivators
(Esteem & Self Actualization needs)
Related to the work itself

Hygiene Factors
(Basic, Security, & Social needs)
Peripheral to the work itself

Achievement

Policies and administration

Recognition for accomplishment

Supervision

Challenging Work

Working conditions

Increased Responsibility

Interpersonal relations

Growth and Development

Money, security, benefits

HIGHER LEVEL NEEDS

Hall (2000) has this to say about Hygiene Factors:
Unsatisfied Maintenance/Hygiene needs virtually
assure that people will not become motivated to
perform well, because their attention will be
diverted from the job toward peripheral issues.
In effect, unsatisfied lower level needs preempt
the importance of the work. As people
experience job dissatisfaction they begin to lose
sight of the rewards inherent in the work and
begin to employ less mature behaviors.1
Organizations must provide adequate Hygiene Factors
in order for employees to ever get to the point where
they will respond to Motivators. However many com
panies make the mistake of focusing all of their
motivational efforts exclusively on lower-level needs
even after those needs have been met. Employees
who are now driven by higher-level needs such as
recognition and achievement become frustrated when
all their supervisors talk about is how good their pay
and benefits are.
Herzberg called employees who are particularly
geared toward higher-level needs Motivation Seekers.
These people often come into an organization having
consistently had their lower-level needs met and
expect challenges and opportunity from their work.
Sometimes they even have a high tolerance for poorer
hygiene factors if the Motivators are present. If the
Motivators are not present or they are blocked by
organizational practices they are likely to become

LOWER LEVEL NEEDS

frustrated and either leave the organization or regress
into becoming chronically preoccupied with lower
level concerns. These frustrated employees are
sometimes referred to as being retired on the jobor
chronic complainers.
Herzberg called employees who are particularly
preoccupied with Hygiene factors Maintenance
Seekers. These are people who may have been denied
satisfaction of lower-level needs in the past and have
spent most of their life struggling to meet those needs.
Maintenance Seekers are sometimes people simply
happy to have a good paying job and safe amenable
working conditions and do not have a strong drive to
stand out or seek higher responsibility. Hispanic
immigrants often fall into this category as many are
from poorer underdeveloped countries were basic
and safety needs have not been met on a consistent
basis. Also a strong culturally intrinsic need for
collectivism often makes them reluctant to want to
stand-out and be recognized (see Hispanics
and Motivation).

What Managers Can Do to

Affect Employee
Productivity
We now know that managers cannot technically
motivate their employees. So what can managers do?
When a particular need is active, an employee is

driven to engage in certain behaviors that will bring

him/her closer to a goal objective. What managers
must do is to make sure that these goal objectives are
available to the employee. This entails efforts to
provide goal objects and sometimes it simply means
not unconsciously blocking access to already existing
objects. Hall (2000) states
...too often organizations and their representatives
erect barriers to the natural progression suggested
by Maslow. Such barriers either force people to
regress to lower levels of motivation than they
actually desire or arrest their development to such
an extent that they learn to function at low level
which they perceive as appropriate if they are to
remain in the organization. The influence of the
organization, and especially its managers, may be
as great or greater than that of an individuals
personal make-up as a mediator of need
satisfactions.1
Sometimes mangers get in the way of employees
who are otherwise motivated to productive behaviors.
Let us consider the following situation:
An employee who has all of his Hygiene factors
met, has always done a good job and is very
dependable, is bored with the same old routine
and would really like do something more
meaningful. He is now looking for ways get real
satisfaction out of his job. He has a lot of ideas for
a better more efficient ways to do things and would
like a chance to show his stuff. But when he tries
to talk to his supervisor about it he always tells
him, You dont worry about that. Just keep up the
good work and you will always have a job with us.
The employee starts to get frustrated and his
enthusiasm drops. His work that was once
excellent is now only adequate. The supervisor
takes notice and tells him to stop slacking off
and to do the job he is being paid to do. The
employee half-heartedly picks up the pace for a
day or so but then returns to his marginal
performance. In his frustration he starts to make
comments like, They dont pay me enough to do
this dead end job. The employees attitude

worsens and his performance never rises to the

level it once was. The supervisor contemplates
terminating him.
In this situation the employee was motivated by his
Esteem and/or Self-Actualization needs. He wanted a
chance to be recognized for his creative ideas and
perhaps be given a chance to implement some of
them. Rather than consider the Employees ideas, the
supervisor emphasized job security which was a need
already filled and not currently a source of motivation
for him. This is an example of management
malpractice. Even though the supervisor was
well-intentioned, telling him he was doing a good job
and to keep up the good work, he did not provide
the proper goal objective for that particular employee.
A better course of action may have been to recognize
the employee for his ideas and perhaps have given
him a chance to use his creativity by assigning him to
a special project or duty. Or even a simple change of
verbiage to, Those are some good ideas. Keep up the
good work and you will go far in this company.
Simple emphasis of whats important to the employee
can mean the difference between mature productive
behaviors and immature distracting behaviors.
The key is knowing what is important to your
employees. There are many ways to do this including
attitude surveys and feedback instruments which
employees take part in. Another way is to simply ask.
Sometimes a worker will not always come out at tell
you what they need. Often they themselves dont
clearly understand what they need in terms of job
satisfaction. You as a leader should develop a good
working rapport with your employees so that you will
be able to pick up on important clues that let you
know what they do need. By being an astute observer
of their behaviors you can often pickup on the kinds
of things that motivates each individual.
It is also important to realize that peoples needs
change. As Maslow indicated, people tend to progress
up the Hierarchy toward more advanced needs, but
people also regress as in our example above. For
instance, an team-oriented employee whos spouse
just lost his/her job may all of a sudden be

preoccupied with making more money (Basic needs).

His desire to be a team player (Social) or be
recognized (Esteem) is not likely to be the most
important thing to him at the time. This is when a
leader must adapt his efforts to keep the employee
satisfied and productive. In this situation, giving the
employee opportunities to make more money such as
offering overtime or emphasizing bonuses, will likely
give the employee a perceived avenue to satisfy this
need. This emphasis may need to continue until the
employees spouse finds a job and higher needs once
again become important.

Realizing that motivation comes from within, leaders

using the word to motivate in terms of influencing
behaviors, must adjust its definition.
To motivate (leaders definition): To provide
employees the proper goal objects to facilitate
the satisfaction of their innate needs.
A leader is, therefore essentially a manager of
motives rather than a motivator. The following table
illustrates leader behaviors that may provide the
proper goal objects for employees at different need
stages (see Table 2).

Table 2

Employee Experiences:
Active Need

Possible Manager Responses:

Goal Objects

Desired Results
Likely Outcome

Hygiene Factors

BASIC NEEDS:
Concerned about Salary,
work schedule, available
vacation time, limiting
physical stress.

Emphasize money - Let employee know he/she can

make more money by working harder/smarter.
Provide opportunities for overtime & emphasize
possibilities for raises etc.
Work with employee on work schedule to
accommodate personal needs such as doctors
appointments & family maters

Employee basic needs satisfied

Employee becomes aware of
higher needs
EMPLOYEE NOT DISSATISFIED
WITH JOB

Emphasize breaks - Let employee know that he/she

will have adequate pause to rest, eat, and use rest
room facilities
Train/educate employee on proper execution of
job responsibilities
SECURITY (SAFETY):
Concerned about personal
safety, job security, benefits &
savings plans, good &
predictable working
conditions.

Emphasize job security - let employee know that if

he/she continues to do well he will have a
long-lasting position with the company. If
employee is a Temporary, emphasize their goal
of becoming a permanent full-time employee
Explain how employee benefit plans work - how to
file an insurance claim, access 401k benefits and
payroll deductions.
Instruct employee on all safety procedures - all
exits, use of personal safety equipment and etc.
Fully explain to employee normal operating
procedures and what he/she can expect from a
normal days work
Emphasize the history and success of the company
as well as the current business prospects and
financial health of the company

Employee Security needs satisfied

Employee becomes aware of
higher needs
EMPLOYEE NOT DISSATISFIED
WITH JOB

10

Table 2 cont.
SOCIAL (BELONGING)
Concerns about being
accepted by coworkers and
supervisors, feeling part of a
team. Desire to make friends
with like-minded co-workers

Warmly greet employees daily. Emphasize the fact

that you are glad they are here

Employee feels accepted

comfortable member of team

Introduce employee to key coworkers and

management so that they feel more comfortable

Employee becomes aware of

higher needs

Show personal concern for them as person. Ask

about their family, hobbies and interests

EMPLOYEE NOT DISSATISFIED

WITH JOB

Encourage teamwork and support for one another.

Some employees may start to feel

a since of satisfaction in coming
to work at this level as Social
needs are on the border between
Hygiene factors & Motivators

Resolve differences and personality conflicts

between co-workers
Encourage participation in company events,
picnics, softball team, and etc.
Do not become a barrier to employees forming
informal work groups unless it negatively affects
their work.
Giving unexpected food rewards such as box of
doughnuts to the entire team/workgroup to show
appreciation. Particularly effective with
Hispanic workers.

Motivators

ESTEEM (EGO-STATUS)
Need to be recognized, to
display competence and skill,
to prove one-self to others &
achieve status in the
organization

Praising employee publicly for a job well done.

Verbal praise in front of co-workers and other
company officials.
Certificates of recognition for attendance, employee
of the month, most outstanding supervisor, etc..
Pins and badges are also effective
Emphasize promotion opportunities based on
outstanding job performance.

Employee engages in mature &

productive behaviors
Employee confidence and
self-esteem rises.
Employee feels valuable to the
organization
EMPLOYEE BEGINS TO FIND
SATISFACTION IN THE JOB ITSELF

Assign special projects where employee has more

responsibility and has opportunity to show his/her
ability & expertise
Asking for employees opinion - include them in
decision making
Share customer feedback freely and openly as
employees start to develop a since of ownership
SELF-ACTUALIZATION
The need to prove-ones
personal potential (to ones
self) To be creative, and to be
challenged.

Giving an employee the freedom and independence

to be express him/herself.
Delegating important tasks or projects - letting
them take the ball and run with it
Get employee actively involved in solving problems
using their experience and creativity

EMPLOYEE BEGINS TO FIND DEEP

SATISFACTION AND MEANING IN
THE JOB ITSELF

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Money and Motivation

Money is one of the most misunderstood concepts
when in comes to motivation. Historically both
employees and managers have been under the
impression people are only motivated by money; and,
that people will only work productively if they
perceive money as the reward. The problem is that
money has no intrinsic value itself. Money is used to
buy the things we need and want - our Basic needs
and creature comforts. It may be used as a tool to
support our altruistic inclinations or to gain a
perceived status, but the acquisition of wealth itself it
not truly what motivates people; rather it is our own
innate needs that propel us forward.
Incentive programs that pay cash bonuses can be very
effective goal objects for people motivated to satisfy a
number of perceived needs. However, William Whyte
discovered that money may not be as powerful an
incentive as it is perceived. Hersey (2001)
commenting on Whytes research states:
...Whyte estimated that only about 10 percent of
the production workers in the United States
ignore group pressure and produce as much as
possible in response to an incentive plan. It
seems, even though workers are interested in
advancing their own financial position, there
are many other considerations - such as the
opinions of their fellow workers, their comfort
and enjoyment of the job, and their long-range
security - that prevent them form making a
direct, automatic, positive response to an
incentive plan.3
Supervisors should not restrict their motivational
activities by relying solely on salary, incentives and
bonus programs. They must make the effort to
address the motives of every employee individually.

Hispanics and Motivation

The theories around motivation are not without
variation with cultural norms. As mentioned earlier
Hispanic employees, particularly first-generation

immigrants, usually have a higher predilection toward

Hygiene factors. Many Hispanic immigrants come
from countries where they have struggled to survive.
Basic needs such as food, and shelter may not always
have been available. Escarcega (2003) has this to say
about the needs of Hispanic workers:
In general the [needs of the]blue collar Latino
worker can be found at the physiological and
Saftey/Securtity levels. The immigrant worker
who comes directly from Mexico with no money,
no food and very little clothing or belongings
find themselves at this first level. Desperate for
food or shelter or clothing they are open to
working in almost any situation for whatever
pay they may receive. These workers will not
hesitate to take shot cuts in the workplace in
order to produce more products, which in turn
will produce more money for them to take home
to their family for food, shelter and security.
This is why we say that the Latino worker can be
found at this first level on the Hierarchy of
Need. Very little time is left for socializing,
improvement of oneself and for
self-actualization.5
In general, Hispanics may not react to motivational
efforts the same way as non-Hispanic Americans. A
strong preoccupation with Basic needs may prevent
them from being very interested in such things as
health insurance, safety procedures, making friends
with other employees, recognition and achievement.
This does not mean that they will not respond to
higher motivational efforts. It simply means that
supervisors must see to it that their Basic needs are
met first. And with Hispanic immigrants, it may
require a different approach.
At this level, Hispanics will always respond to oppor
tunities to make more money. They will often be the
first to ask for overtime and extra odd jobs that you
may have them do. They typically are not afraid to
work long hours as long as they perceive their efforts
to be worth it. Motivational efforts by supervisors
should be to provide them with these opportunities
whenever possible. Offering them some paid side

12

work outside of the company such as helping you with

yard work and other chores at home, is usually
well-received. Other things supervisors and
employers can do to help Hispanic employees with
their basic needs are things such as:
helping them to find adequate housing and

transportation

helping them to fill out needed forms and

applications for loans and leases etc.

helping them to locate places such utilities and

social assistance programs
passing along to them things such as clothes,
home furnishings you dont need/ use anymore
Leaders should make extra effort at this level in order
to keep their Hispanic employees from leaving to seek
other employment. Hispanics seem to have a greater
tendency to move on to the next opportunity for
ometimes only an extra 25 cents per hour. By doing
the simple things mentioned above, they will start to
see you and the company as a good provider of their
needs and will develop a since of loyalty to you. This
is the first step toward motivating your
Hispanic workers.
Its important that your motivational efforts do not
stop at this point. Once Hispanic employees have
been in this country for a while and have been work
ing for you for a significant period of time, they start
to see the importance of Security concerns. When
they first signed on with you may have wondered
why they didnt seem interested in the insurance and
other benefits plans. Anything that takes money away
from their paychecks is a often a hard sell. Once
they feel they are making enough money they will start
to be aware of things such as how much doctors visits
cost without insurance and how their back hurts if
they dont use their back brace at work. In other
words they start to become motivated by their safety
and security needs. The difficult part for employers is
that Hispanic employees are reluctant to mention
these concerns for fear of loosing favor with you (see
Working With Hispanics: Harmony, Role of Boss

and Subordinate). You as a good supervisor must

anticipate this need and provide the proper goal
objectives in a timely manner:
Instruct Hispanics on proper use of Safety

equipment and procedures. Remember to focus

on why they are important.

Explain to them how to use their company

benefits and why they are important.

Perceived fulfillment of this need is often found in the

Hispanics tendency toward fatalism. Growing up in
underdeveloped countries where they have
experienced conflicts, natural disasters and poverty,
Hispanic immigrants often believe that what happens
to them is out of their control. (see Working with
Hispanics: The Future). Supervisors should not try
to compete with this belief system, rather they should
emphasis the differences as they are in the U.S. both
culturally and socio-economically.
Perhaps a more important need among Hispanic
employees, once their Basic and Security needs have
been adequately satisfied, are their
Social/Belongingness needs. Hispanics have a
tendency toward collectivism and familialism. They
like to work around people they trust and seek to
maintain harmony in their working relationships.
Supervisors can help Hispanics meet these needs by:
allowing friends and family members to

work together

holding company picnics and events that empha

size family and company unity

being friendly and fostering positive rapport.

Speaking to each individual and ask them about

their families

sharing food - doughnuts and other special treats

are very welcome

At this level anything a supervisor can do to make

Hispanics feel they are part of a large family group
that cares about them and accepts them. Hispanics
typically respond well to emphasis on team spirit

13

and unity. These efforts will go far in satisfying

Social needs.
As mentioned earlier, Hispanic immigrant employees
are more likely to be Maintenance Seekers than are
fully acculturated Hispanics and non-Hispanics.
Though this propensity toward the satisfaction of
lower level needs is more prominent in this group,
Hispanic immigrants do respond to and are motivated
by emphasis on Esteem needs as well. With strong
culturally-intrinsic tendencies toward collectivism and
smooth social relations, supervisors may need to
approach the satisfaction of Esteem needs a bit
differently. For example, supervisors may find better
results from their motivational efforts if they reward
group effort rather recognize Hispanics individually.
In Hispanic cultures, for a person to stand out from
the group can be seen as presumptuous. In fact
Hispanics may react nervously to being singled out as
they are concerned about what their co-workers
might think. Latin America is a very class-oriented
society. A supervisor is typically seen as a member of
a higher class and is treated as such. For this reason,
peers may question, an individual who goes from
being a co-worker to a position of
responsibility/authority Who does he think he is?, He
thinks hes better than us all of a sudden! Showing
appreciation for the group and praising them is an
excellent way to reinforce good work and does appeal
to their Esteem needs. Hispanics take a lot of pride
in their work. Patting them on the back and showing
your approval of them does boost their self-esteem,
just be sensitive about embarrassing them in front of
their peers.
Leaders within the Hispanic social group do emerge,
however and will naturally stand out. These are
people that have earned the trust and respect of their
co-workers. Often they are one of your few bilingual
employees and have been very helpful to both you and
their co-workers. They may happen to have more
education than the rest and perhaps some prior
leadership experience. For these individuals, Esteem
needs are likely to be more pronounced, and they will
typically respond well to being given more

responsibility and dont mind standing out or being

recognized as much as the others. However, for this
individual, having been one of the guys, can be a
determent rather than an asset. They may need to be
of exceptional character to be successful as a leader
among former friends. In U.S. society, going from
rags to riches and rising through the ranks is
encouraged and applauded. In Latin America, status
has traditionally been an aspect of heredity with those
in higher classes looking down on the rest.
As with non-Hispanic Americans, Hispanics who have
made the transition to, or have already been in, a
position of responsibility/authority may start to
experience self-actualization needs once all lowerlevel needs are somewhat satisfied. Delegating
important tasks and decisions and offering problemsolving challenges can be very satisfying for a SelfActualization & Esteem motivated Hispanic. However,
sometimes employers find it difficult to get an
Hispanic to take initiative if he/she has been one who
has been a worker most of his life for they have
always had someone in a position of authority make
the decisions for them.
All human beings have the same types of needs. Just
remember that people experience these needs at
different times and to different degrees. Further,
other cultures provide differing contexts for the satis
faction of these needs. As a supervisor it is vital to be
prepared to deal with these truths in order to create
and maintain a satisfied and productive workforce.

1 Hall, J. (2000). Management of Motives Index. Teleometrics

International Inc. Waco, TX. www.telometrics.com
2 Maslow, A. (1956). Motivation and Personality. Harper & Row. New
York, NY.
3 Hersey, P., Blanchard, K. H., Johnson, D.E. (2001). Management of
Organizational Behavior: Leading Human Resources. Prentice-Hall, Inc.,
Upper Saddle River, NJ.
4 Herzberg, F. (1966). Work and the Nature of Man. World Publishing,
New York, NY.
5 Escarsega, H. M. (2003). You dont have to Speak Spanish to
Communicate with your Spanish-Speaking Workforce. Bilingual
Solutions International. Los Angeles, CA. (323) 256-6968

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