Self-Actualisation Is Impossible within Today's Organizational Settings - Research Paper Example

Introduction The necessity for self-actualisation encompasses the realisation of full potential and career growth. Employees at the fifth tier of Maslow’s hierarchy often feel the need to increase their ability to solve problems. In order to improve solving abilities of employees, managers often involve the staff in devising job tasks, creation of assignments that seek to optimize employees’ unique skills as well as empowering of employees by giving them the opportunity to participate in design and implementation of work. According to Maslow’s hierarchy of needs, satisfaction of self-actualisation and esteem needs enhances employee’s growth and development. All employees have needs that are high in Maslow’s hierarchy however; they may lack identification of those needs or may take action to realize them. An individual employee would be motivated to take action if nothing hinders the emergence of high-level needs. Maslow’s hierarchy needs was designed according to U.S. cultural values. According to organizational behaviourists, organizations which endeavour to accomplish the needs of their personnel, attract the best workforce and consequently motivate the workers to perform excellently. The organization can use the wages, the work environment, and the people around the workplace to motivate the employees to work harder and achieve certain goals (Schreuder & Coetzee 2010). When organizations meet the low- order needs of the personnel, the workers will struggle for self-actualization, working to become the best they can be. The employees will thus deliver at their optimal level of creativity, turning into exceptionally valuable assets to the company. The contemporary organizations have therefore; put in place measures and strategies to enable the workers to self-actualize by accomplishing the low-order needs of the employees. Nevertheless, some organizational behaviourists argue that it is impossible to satisfy several high-order needs in organizational settings (Hodson 2001). Eventually, the concept of self-actualization is difficult or impossible to achieve effectively in organizational settings. This paper will discuss whether it is possible for an organisation to realize self-actualisation for its individual employees. The paper presents an argument for and against self-actualisation within today’s organizational settings using illustrations from the contemporary organizational contexts. The possibility of self-actualisation within organizational context Self-actualisation is possible in high-level management than low level management because top managers are better equipped to meet their self-actualization and esteem needs. This is because the backdrop of challenging jobs and opportunities at organisational levels motivates self-actualisation needs. Working in teams increases employees’ abilities to satisfy their self-actualisation needs. This is because teamwork gives the employees the incentive to participate in decision making which impact on both the team and the organisation’s performance. Some employees are among group of employees trained by organisations to carry out multiple job tasks that may include hiring and training subordinates, and even terminating employment based on failure to perform satisfactorily. Self-actualisation and esteem needs begin to get satisfied when employees get to learn different tasks. Employees who are less empowered or have little control over their job tasks may feel no need for self-actualisation with regard to their job tasks. Empirical evidence shows that the satisfaction of self-actualisation needs varies according to employee’s job tasks, age, background, and the size of the company (Hellriegel & Slocum 2007). Dorer and Mahoney (2006) observe that organisations could increase their productivity by increasing the individual performance of each employee and by optimisation of untapped potential inherent in employees. A full operational employee is actively involved in the development and utilisation of all his/her unique aptitude or realises his/her full potential. The degree of individual self-actualisation is therefore, vital not only to the success of an individual employee but also to the organisation as a whole. Empirical studies suggest that there exists a positive correlation between self-actualisation and hierarchical level of an employee within an organisation. There also exists a positive correlation between the characteristics of a self-actualising individual and organisational growth. The levels of self-actualisation are more prominent at the top and middle-level managers (Bowen 2000). Griffin and Moorehead (2012) observe that employees who have satisfied esteem needs tend to perform better in Maslow’s needs hierarchy and therefore would tend to move towards higher level of needs such as self-actualisation. Sadri and Bowen (2011) reinforced this argument by stating that employees whose lower needs in Maslow’s hierarchy have been fulfilled tend to focus on meeting their self-actualisation needs. In ensuring that their employees meet self-actualisation needs, organizations need to help individual employees fulfil the four lower needs first, then address self-actualisation needs. According to Maslow’s model of needs, an employee would not progress to the next level of need if the lower needs were not satisfied. Once an organisation satisfies a need at a particular level, the need at that level ceases to motivate employees and subsequently employees work at satisfying the needs in the next higher level. In other words, self-actualisation is the highest need an organisation would need to fulfil for its employees. Prior to achieving that, an organisation would have to ensure that the most basic need, which is the lowest in Maslow’s hierarchy, is fulfilled first. Maclagan (2003) agree with this by stating that self-realisation is the need that is ultimately fulfilled subsequent to other basic needs which are psychological, safety, and social needs. The most basic need is the psychological need. An organisation can fulfil this need by providing employees with good compensation packages, which may include wages, salaries, stock choice, retirement benefits, and bonuses. The salaries and wages would provide food, shelter, and clothing. An organisation should ensure that workplace environment is conducive. This is by ensuring proper ventilation which would ensure circulation of fresh and clean air. An organisation can also provide free food or subsidise food price in cafeteria. A company can also provide for psychological need by ensuring that employees have struck a proper balance between work and private life (Sadri & Bowen 2011; Maclagan 2003). After meeting psychological needs, organisations need to ensure that its employees are safe from any physical and psychological injuries. Provision of insurance packages is vital. Retirement plans help employees to have a sense of security in the long-term. Companies can also come up with counselling services to ensure that employees’ emotional and psychological needs are addressed. After addressing the safety needs in the second hierarchy, a company can focus on addressing needs in the third tier of Maslow’s model. The need for love and sense of belonging can be addressed through creation of cohesive teamwork, which gives employees the opportunity to interact with their colleagues and seniors. Employees support one another socially hence producing synergy. Working in teams ensures organisational and team performance. A company can organise luncheons, retreats, parties, sport teams, clubs, and mentoring programs (Sadri & Bowen, 2011; Bowen 2000). Once these needs are fulfilled, an organisation can focus on meeting esteem needs present in the fourth tier of Maslow’s hierarchy. These needs include need for empowerment, reputation, recognition, and mutual respect. Fulfilment of such needs increases employee’s self-confidence and fortifies employee’s motivation and performance. An organisation must ensure that employees have achieved a sense of accomplishment in their tasks. This would help employees develop the perception that their hard work contribute to the success of their organisations. A company or instance could provide a business card bearing employee’s name and role. Most organisations are engaged in creating elitist societies that include their most talented employees so that they are motivated. Organisations should give employees who are ambitious the opportunity to realize their full potential (Maclagan 2003). Robertson, Wang, & Trivisvavet (2007) argue that this would help employees to contribute high degree efforts and productivity for the sake of achieving organisational benefits. The organisation can create specialized work roles and remove ambiguities in job tasks. Employees consider titles and promotions as channels to advance in their career growth. In case an organisation lacks a hierarchy, the company should give such employees more responsibilities and preserve their engagement. A company can also bolster employees’ esteem by providing parking spaces reserved for specific employees, prizes, recognition programs both within and outside the company, and best performing employee of the year (Sadri & Bowen 2011). The need for self-actualisation would be manifested in employees if the lower needs in the hierarchy have been addressed. Lloyd and George (2007) observe that self-actualization need does not form the highest need of the employees that could be satisfied. In fact, employee needs at this tier transcend the self in self-fulfilment. Employees in this level look forward to improve themselves, organisation, and the world as a whole. The needs for self-actualisation tend to become stronger as employees become motivated and satisfied with their performance at this level. Employees at this level get inspired, are restless, and perform optimally. An organisation can provide reimbursement programs for training as well as motivate employees to further their education in line with their careers. An organisation can facilitate employee’s education by enacting further education support programs to help employees to be updated on the current trends in their careers as well as providing remarkable incentives for personal and career growth and development. The new skills employees acquire would benefit the organization and forming part of organisational memory (Sadri & Bowen 2011; Maclagan 2003). Organizations can also facilitate employee self-actualisation by providing a paid leave, whereby an employee can voluntarily engage in humanitarian work or work at attaining a life goal such as the philanthropic activities. The sabbatical leave can take at least one month. For example, a paid sabbatical can be offered to employees who have worked for at least ten years. The employee can engage in activities such as climbing mountains and other outdoor activities for research purposes. The outdoor activities enable the employee to replenish his/her mental and physical strength, which integrates renewed energy and subsequent increase in productivity upon an employee’s return to the workplace (Lloyd & George 2007; Sadri & Bowen 2011). Organisations can engage their employees in charitable activities by linking them with established non-profit organizations. The organisation can donate a substantial amount of funds towards charity work and engage their employees to help in the philanthropic work. Furthermore, such opportunities increase employees’ interactions with each other and address their needs for love and belonging. Organisations can also motivate them to realize their self-actualisation by deducting a percentage of their earnings towards charity work. This helps to foster loyalty by employees (Sadri & Bowen 2011). Self-Actualization Is Impossible within Today’s Organizational Settings Each organizational member plays an important role when considering the concept of self-actualization in organizational context. Various roles played by organizational members are crucial in identifying individuals’ behaviours, values, and expectations. These individuals have specific positions in which they interact within the organization. The concept of employees’ self-actualization within the organization is thus, influenced and determined by the interactions between the workers. There are several factors within organizations, which can impede an employee from self-actualizing. These factors can originate from the individual member of the organization, affecting him/her only. Conversely, the processes, and the systems related to the organizational culture also can be obstacles to self-actualization efforts of the employee. Moreover, leadership and leadership styles form part of the systems and processes because they significantly influence organizational culture (Biro 2009). Organizational Member’s Immaturity Organizational behaviourists use maturity as a concept for determining the level of autonomy and self-knowledge, which an organizational member has achieved. Mature members are expected to take responsibility of their lives. These mature individuals subscribe to self-determination and live their lives appropriately. In organizational setting, the maturity of the employees can be determined by knowledge and expertise, which are the skill sets that enable employees to accomplish certain tasks. The mature organizational members also demonstrate commitment, self-confidence, and motivation in different tasks (Biro 2009). Organizational members willing and able to accomplish certain duties are therefore said to be seeking self-actualization in organizational context. Nevertheless, self-actualization may be impossible in the present organizational setting because the individuals within the organization may be hindrance. These individuals may not have the appropriate abilities, the skills, and expertise to accomplish certain tasks; thus, they cannot seek self-actualization. The organizational member may also be unwilling because of personality problems. In addition, under-motivation by the current organizations may also contribute to individuals being unwilling to exercise self-determination, taking responsibility for their actions and improving their work and themselves. Under-motivation is also a consequence of the organizational environment (Arnolds & Boshoff 2000). The Absence of Personal Vision in Organizational Member In order for employees to self-actualize in organizations, they need to have personal vision to work towards. Personal vision does provide organizational members with a high level self-direction. As a result, self-direction helps individuals to learn and develop personality (Ahmad, Gilkar, & Ahmad 2008). The visions and goals of the organizational member will be continually reviewed and restated. Self-direction in organizational members is a consequence of inconsistency between the ideal and the actual selves in organizational settings. The discrepancy between the ideal and the actual individual within the organization acts as a motivation for the individual to realize his or her vision and establish a commitment in the process (Biro 2009). A proper understanding of the reality within the organization and the vision is therefore an important aspect of self-actualization. Individuals lack personal vision in the current organizations, and hence they are not capable of learning, developing their personalities, leading to impossibility in self-actualization. Organizational members who lack personal vision do not take the initiative to define their ideal selves; this is done through vision, in organizational settings. Absence of vision in organizational members is accompanied by unwillingness and inability to define ideal self and make concerted efforts to self-actualize. The organizational expectations should be able to shape the ideal self of organizational members. Eventually, when an organizational member is unable to define or identify his or her ideal self, the opportunity of self-actualizing within the organization is blown far away (Schreuder & Coetzee 2010). The Relation between Work and the Individual According to Marxists, employees do not work to fulfil their needs when at work; instead, they produce for the organization. As a result, the work of the organizational members, achieved using the abilities and willingness, is a distanced object from the workers in an organizational setting. The capabilities and the willingness of the organizational employees are the primary determinants of pursuing self-actualization or not (Biro 2009). As a result, while at work, individuals feel isolated from their abilities and do not regard the work they accomplish as their own. When individuals cannot use their talents and abilities in organizational setting, they are unable to attain self-actualization within the organization. Consequently, the organizational members suppose that work can never be fulfilling, and that work obstructs self-actualizing efforts (Schreuder & Coetzee 2010). Organizational System Most organizations are not founded on interpersonal relationships among the organizational employees but on authorities. These organizations assist their employees to avoid fear, which result from change and conflicts. The bureaucratic systems in these organizations are hinged on the authority and jobs, not the organizational members. Such type of organizations does not offer their employees with the opportunities to grow and change. In bureaucratic organizations, the maturity of the organizational members is an impediment to the operations of the organizations (Biro 2009). The maturity of the individuals within the organization is thus not essential because the developmental processes, question the systems and the processes entrenched in the company. In addition, the organizational structure which immensely depend on the authorities and jobs, hamper the organizational workers from performing their duties well. This culture makes the employees within the organization to understand that the success of the organization does not rely on them, reducing their commitment (Morrison 2004). Subsequently, these organizational members would not articulate their personal visions with the organizational goals. In the end, the organizational setting is attributed to hinder the self-actualization of the organizational employees. The Leadership Style The performance of the subordinates in an organization is significantly affected by the beliefs of the organizational leaders. The organizational leaders are accountable for the performance of organizational members and the organizational success. Contemporary organizations, where leaders practice leadership style based on authority and power obstructs self-actualization of organizational members (Biro 2009). In promoting self-actualization, organizational leaders ought to be of their employees as well as supporting their varied developmental stages. Leaders who practice leadership style based on power and authority often control the behaviour of their subordinates and presume that rules are imperative to organizational success. The abilities of the employees in such organizational setting are therefore overlooked, and their development impeded. The self-actualizing efforts of the subordinates within the organization are therefore impossible (Gautam & Batra 2007). Conclusion In summary, self-actualization is possible within organisational context if an organization meets the most basic needs that are lower in Maslow’s hierarchy. The most basic needs include psychological needs and self-fulfilment is in the highest tier. Employees who often experience the need for self-actualization include top and middle level managers. Subordinates often do not feel the need for self-actualization unless they are empowered and involved in teamwork. It is evident from the discussion that self-actualization among organizational members can be impossible in the present organizational setting because of individual problems and issues arising from the processes and the systems of the organizations. Individual factors which impede self-actualization in organizations, include member’s immaturity, and lack of personal vision. However, the factors related to the systems and processes of the organization include the relation between individual and work, the organizational system, and the leadership style. Reference List Ahmad, S. F., Gilkar, N. A., & Ahmad, J. (2008). Organisational Behaviour. New Delhi: Atlantic Publishers & Distributors. Arnolds, C. A., & Boshoff, C. (2000). 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