Running Head: SELF-ACTUALIZATION AND EMPLOYEE SATISFACTION 1

Connecting Self -Actualization and Employee Satisfaction

Arlene Ramirez

South Texas College

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Abstract

When it comes to our health and mental state we have to take proper care to maintain a normal and

healthy life. The morals and values we are taught at birth carry on to our adulthood. Not necessarily

everyone is taught the way they should be and there are always good and bad. An individual should be

capable of understanding the different between what is right and wrong. We have to realize we have to be

good examples and great leaders to achieve in this society. Many studies have been conducted on the

motivation of a person and what causes these motivations to inspire and individual. Countless theories

have been researched on the factors that contribute to the job satisfaction of an employee. Maslow’s

Theory of Motivation although not proven is a common theory used in the work force even today. This

paper is aimed at reaching six peer reviewed articles on a chosen theory. I came with the hypothesis that

there is a relationship between self-actualization and employee satisfaction. After reviewing the articles

all six agreed with my hypothesis. There is further research that needs to be conducted because Maslow’s

Theory of Motivation does not research all the motivators.

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Introduction

It is said that we spend almost a third of our lives working. Including a school most will spend 60 years or

more working during our lives. This is a good reason to understand what motivates us to do our best and

find meaning and satisfaction in work. (McKee, Ann. 2013.) Motivation is the result of a complex set of

psychological and external factors or conditions that cause a person to behave a certain way while

maintain effort and persistence. (Latham, G., Pinder, C. 2005.) Many theories try to explain motivation.

Self-determination theory (SDT) suggests that satisfaction of the needs for competence, autonomy, and

relatedness have a positive effect on intrinsic motivation. When factors are present, we tend to value

extrinsic motivation more. (Gagne, M., Deci, E. 2005.) Abraham Maslow’s hierarchy of needs posits that

people are motivated to satisfy physiological, then safety and security, then love and belongings, then

self-esteem, and finally self-actualization needs, in that order. This theory has not been well supported by

research. (Wahba, M., Bridwell, L. 1976.) Frederick Herzberg’s two- factor theory also called motivator-

hygiene theory, states that two distinct sets of factors, called motivators and hygiene factor, affect job

satisfaction, motivation, or job dissatisfaction. (Herzberg, Frederick. 1959.) David McClelland’s three-

needs theory focuses on people’s needs for achievement, affiliation, and power. (McClelland, David C.

1985.) Edwin Locke and others studied the goal-setting process and subsequently developed goal-setting

theory, which states that the process of identifying and achieving goals motivates people, and that the

characteristics of these goals will have an impact on motivation, performance, and results. (Locke, Edwin.

1968.) Expectancy theory looks at the degree to which people value the outcomes they receive because of

their efforts. Victor Vroom and others engaged in extensive research on the relationship between effort

(input), performance, rewards (outcomes), and perceived value of the outcomes (valence). (Vroom, Victor

H. 1964.) The theory of hierarchy of needs often criticized is the assertion that individuals first satisfy

lower-order needs before progressing to higher-level needs. Therefore, my hypothesis states there is a

relationship between self-actualization and employee satisfaction.

SELF-ACTUALIZATION AND EMPLOYEE SATISFACTION 4

Literature Review

In the articles researched by (Arua, & Ugah, 2011.), relates to my hypothesis in that there is a

relationship between self-actualization and satisfied employees. The behaviors that are associated with

motivation have been a question that researchers have tried to configure. It almost became a pattern when

mankind realized in order to accomplish a task the efforts had to come within and with help. Next the

dilemma arose when multiple people were needed to achieve the job. Who was going to oversee and

provide direction? Lastly, how to motivate the employees was going to be a matter in question. The

article explains about the library and how the staff provides the service to consumers. The performance of

the staff will depend on how well they function. How well they are motivated will determine the

satisfactory outcome. The Expectancy Theory of Motivation states it proposes that an individual behaves

or act in a certain way because they are motivated to select a specific behavior over other behavior due to

what they expect the result of that selected behavior will be. (Oliver, 1974.) The example of the

cataloguing department has different areas with staff of dissimilar expertise and knowledge of their own

positions. When the individual worker is motivated the workflow tends to be calm. On the other hand,

bad attitudes will not have full contribution output which results very negatively not only to themselves,

but the work, group and other individuals. Additionally, the theory says if you are too motivated the

tendency will have co-workers angry which affects the departments output. In Maslow’s hierarchy of

needs theory, people are motivated to satisfy physiological, then safety, and security, then love and

belonging, then self-esteem, and finally self-actualization, in that order. (McKee, 2013.) The role of

library leadership is hard work and must acquire an acceptable working environment. When our needs are

not met it can affect work performance causing low work output. The needs of safety, security,

physiological, and social have to be met to have satisfied employees. Good leaders make time to motivate

the team and encourage individually. It concludes and supports my hypothesis in that effective leadership

will have an understanding of these motivational theories. A good leader understands the worker and

knows where the needs are in order to motivate them.

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In the article by (Madan, 2017.) explains the idea of employee engagement. A satisfied highly motivated

employee rises to the next level; engaged employee, who is emotionally engrossed in the organization.

Having a good plan for employee engagement makes a difference in the company. The organizations

today are effortlessly figuring out new ways to win the affection of people to have performance at an all-

time high. What does it take to be engaged by the employees? Having the mutual feeling of engagement

between employees and the organization invest in their relationships. (Treaty, 2007.) A dedicated

workforce is created when the employees get involved and help develop the business by connecting with

customers and attracting clientele. They tend to stay with the company which reduces the employee

turnover rate. There is a difference between employee engagement and employee satisfaction. Surveys

have been conducted to figure out what makes a satisfied employee but this level does not reflect on the

level of engagement. Satisfied employees indicate the workplace team spirit. The article states that

employee engagement is linked to the productivity. Employee satisfaction measure how the employees

are content with the procedures, rules and regulations, management, etc. Employee engagement studies

how they connect emotionally with the organization and how they value the mission, vision, goals, etc.

The employee is satisfied when rewarded and engaged when they give to the organization. (Daryani,

2008.) Mercer recognized a four-stage model of employee engagement which is: satisfied, motivated,

committed, and advocate stage. This model is linked to Maslow’s’ Hierarchy of Needs Theory which are:

basic, safety, social, esteem, and self-actualization needs. It concludes and agrees with my hypothesis in

that employee engagement is linked to Maslow’s’ motivational theory. Successful organizations take

effort in increasing the level of employee engagement. We want a mixture of monetary and non-

monetary values that create a working environment with accomplishment, promotion, and help from

management.

Subordinates have a different viewpoint about the traits they carry as opposed to their superiors’ outlook.

Maslow had believed that when one uses their talents and abilities, the person will have a feeling of

satisfaction. The study by (O’Reilly, 1973.) is how employees see themselves and the potential they own

versus how their superiors’ perspective how they carry out their performance. How the employee is
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recognized will affect how he recognizes if the job allows showing their full potential. A work diary was

used as a study to compare how employees viewed their own capability as observed by their managers.

Both superior and employee were given a work diary which listed 41 tasks that clerical workers attribute

in a public organization. They had to choose from a table of codes that showed the level and aptitude and

knowledge they possessed. A total of 2337 pairs of judgement were received for 57 manager/employee

duo. The results show on average the pair disagreed one judgment out of every three. No pair was in

agreement in the skills carried out by the subordinates. An astounding 70% of superiors saw abilities in

their employees that they did not see in themselves. One-third of those superiors acknowledged 4 or more

abilities that employees did not identify oneself. On the other hand, 80% of subordinates argued with their

managers that they did posses these abilities. Over half subordinates declared to have four or more skills

that were not recognized by managers. This concludes and agrees with my hypothesis that an employee

feels satisfied when they realize their job acquired the right knowledge, skills, and abilities that they hold.

Their performance level and motivation rises. (Kaufmann, 1962.) Wise superior’s senses to aid his

employees carry out their best abilities to the organization. At times even, the superior plays a major role

in whether the employee will be given the opportunity to prove their skills. The study proved the

superiors were not knowledgeable of what their own employees’ posses as traits. This information is

crucial for an organization that emphasizes on employee satisfaction and the needs they hold to

implement excellent customer service.

The article is about a school sport program that involves coaching and supervising to high school students

by (Green, & Reese. 2006.) It has appeared even in the field of athletics, dilemmas in job satisfaction

exist. Not enough information has proven a link between job satisfaction, job performance, stress, and

health. One survey study by Davis (1981) involved 246 public teachers/coaches applying satisfaction

levels. The outcome was there is a relationship between employees and hard work having more value than

financial incentive. Job satisfaction also depends on factors such as work environment, communication,

and morale. Another survey by Parkhouse and Johnson questioned 37 departments and 229 athletics

directors. A tool used known as Job Description Index (JDI) evaluated levels of satisfaction. Personal
SELF-ACTUALIZATION AND EMPLOYEE SATISFACTION 7

development and independence were top selected responses to achieve job satisfaction. It concludes these

two studies contribute to Herzberg et. Al., (1959) theory which says elements associated with job

satisfaction are intrinsic in nature. Extrinsic in nature pertains to components related with job

dissatisfaction. Another study by Johnson, Oliver, Herman & Levick (1982) went into further research

and found factors that are linked with employee satisfaction. The components that affected the

satisfaction the most are work environment, co-worker relations, and perceived position. It concludes that

those teachers/coaches who have multiple roles will have dissatisfaction due too many different roles,

duties, and assignments to one single individual. It ties to my theory of hierarchy needs that our needs

must be met to achieve positive outcome results.

A research was conducted in Iran with factory workers regarding how mental health levels affect

employee job performance. Several studies on job satisfaction demonstrate factors of organization;

environment, individual factor, and nature of work are all affiliated. (Tabatabaei, Hosseinian, &

Gharanjiki. 2011.) Researchers (Itakman and Oldham, 1980.) say that what gives employee job

satisfaction are factors that include: worth fullness of work, taking responsibility and true results of

working activities. An individual that carries heavy burdens can put a negative impact on their mental

state. Serious events in life have long-term affects but in the short term the impact is stronger on the mind

and physical body. (Lazarus, 1981.) Employees’ satisfaction comes from the employees’ feelings of

successfully achieving the job. (Saatchi, 2008.) The objective is to analyze common health stress resulting

from work and the job satisfaction of the employee in the factory. Experiment consisted of a pre- and

posttest and of 750 employees, 120 were randomly selected. The tools used to measure were

questionnaires which are: personal-occupational information (Goldberg, 1972, 60 questions), job stress

and its sources (Davis et al, 1991 in Jahed Bozorgan), and job satisfaction improve mental health.

Additionally, another tool that was utilized was training in psychological and motivational model and in

cases job enrichments. The subjects that were presented were social and life skills, anger management,

building self-confidence and managing stress. The last method involves statistics. The results of table 1 in
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the statistic method had a figure less than 1 in the rate of slanting index and draw index which resulted

slight differences in the mode, median, and mean. Table 2 results with a huge difference between the

means of experimental and theoretical in general health, job satisfaction; and stress associated to the job.

It conducted that general health and job satisfaction were higher than normal and the stress dealt with

work was lower than usual. Table 3 resulted in a large difference between the mean of stress associated to

the work of the subordinates before and after psychological training. The job stress increased to average

level (50.06) after psychological training. The outcome of the test was the overall general health and

employee satisfaction were higher than average but the job stress was lower than average. Job stress

improved after being intervened. It agrees with Maslow’s theory. The results of general health are poor

and job stress is high. Job satisfaction is at a low level. The stress has resulted in poor health which has

negative employee performance.

An article “Non-monetary Benefits & its Effectiveness in Motivating Employers” (Nagar, Kasturi. 2016.)

Monetary incentives are a good way of motivating employees but how effective are non-monetary

incentives tare your valuable assets to the organization? A wise leader knows in order to have a successful

business it depends on employee production. When the output is low we have to focus on the factors that

are impacting the performance. The focus on the study of the use of non-monetary incentives as a

motivation instrument and how effective is the motivation. The need to be recognized of our job

performance is just as important as monetary incentives. A questionnaire measures the role and extent of

the utilization of non-monetary incentives and whether it has the same effect on monetary rewards. Some

limitations of this study were time constraint, indirect method, qualitative aspect, financial constraint, and

capabilities of the researcher. (Nagar, Kasturi. 2016.) Several monetary benefits include: salary or wages,

bonus, promotion, profit sharing and stock option. Some non-monetary include: appreciation and

recognition, work-life balance, working conditions, delegation, belongingness, flexible hours and lists

goes on. (Nagar, Kasturi. 2016.) Proposals were addressed the article that I find resourceful. There must

be physical communication with staff and one on one conversation. Demonstrating respect to employees

show you care about their problems, needs, and desires. Respecting and valuing them initiate you value
SELF-ACTUALIZATION AND EMPLOYEE SATISFACTION 9

their opinions towards the business. Acknowledge that you recognize the employees who truly deserve it.

How do you maintain the loyalty in your subordinates? Be aware of the competitors. When resources are

present in the organization the employees can challenge within the workplace. One of the main traits I see

of value is showing honestly and treating all employees fairly, equally and with no unbiased attitude. It

concludes that non-monetary incentives have a big influence in motivation in the age range of 30-40 years

because those needs are categorized in the third and fourth levels of Maslow’s Hierarchy Theory. This

age group values more non-monetary than those who fall under the 20-30 age range that value more cash

incentives. Job security is apparently more important since its falls on the first and second level of

Maslow’s theory. They also value non-monetary but this is not as important. This article clearly agrees

with my hypothesis. If the needs of the person are valuable to them and presently a deficiency exists

between what is perceived as an appropriate level and what is presently provided creating motivational

potential. (Nagar, Kasturi. 2016.)

Conclusion

After reviewing and researching six articles pertaining to Maslow’s Hierarchy Motivation Theory and

employee satisfaction. There is a definite connection with fulfilling self-actualization needs to

demonstrate excellent employee performance. Surveys were conducted and diaries were performed as

tools to measure how our needs and desires must be fulfilled. Many factors attribute to stress related

issues in the organization and tips were offered as ways to solving the problem that arises in the

workforce. Ultimately, we are human’s beings who want to excel in life and careers. People want to be

valued and appreciated but as well the individual must portray moral values and have the same mission as

the organization. Motivation that comes from the employer does not necessarily have to be monetary. A

study was conducted and concluded the rewards of non-monetary carry just as much value. Maslow’s

theory is one of the best-known theories of motivation (Maslow, Abraham. 1968.) There is a deficiency to

support this research; therefore, his theory has not been well supported. (Wahba, Mahmoud A., and

Lawrence G. Bridwell 1976.) So, my opinion is further research must be conducted because what

motivates us entirely has not be conducted. (McKee, Annie 2013.)

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