An article by Hoffman (2010) addresses the importance of humanistic theory in determining how organizations and individuals respond to the call for motivation and the creation of an identity to signify the organization and its people. From this perspective, the author supports the belief that individuals within organizations must work towards a set of common goals by expanding their motivation to complete these tasks for the greater good of the organization (Hoffman, 2010). This includes the development of a humanistic approach to recognize when and where change is required to achieve the expected outcomes on a gradual basis (Hoffman, 2010).
This article provides a basis for the evaluation of meaning behind the work that is performed in order to gain motivation to perform these duties (Hoffman, 2010). It is proposed that motivation is derived in conjunction with an organization finding its way and establishing its own meaning towards as set of common goals and objectives (Hoffman, 2010). This approach provides a unique opportunity to determine where employees are lacking motivation by defining their roles and the expectations set forth by management to achieve these goals (Hoffman, 2010). In turn, managers will provide feedback to support these objectives (Chadnick, 2010), while also continuing to provide resources to motivate employees accordingly, even if this prospect is challenging to management teams (Flynn, 2011; Herzberg, 2003).
The article by Hoffman (2010) considers a number of important aspects of humanistic theory and its adaptation to organizations. Therefore, it is necessary to identify the organization’s meaning and purpose before employees are able to gain motivation through the application of these principles. This article offers a unique approach to humanistic theory that supports employee motivation in a positive manner, but only when the organization has identified its primary objectives and shared them with employees.
Chadnick, E. (2010). Giving feedback that fuels success. Canadian HR Reporter, 23(15), 19, 24.
Flynn, S. (2011). Can you directly motivate employees? Exploding the myth. Development and Learning in Organizations, 25(1), 11–15.
Herzberg, F. (2003). One more time: How do you motivate employees? Harvard Business Review, 81(1), 88–96. Retrieved from: http://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=8796887&site=ehost-live&scope=site
Hoffman, J. (2010). An organization’s search for meaning: a humanistic and existential theory of organizational identity and voice. Journal of Psychological Issues in Organizational Culture, 1(2), 40-63.