Analyse how a business might satisfy the self-actualisation needs of its employees.

Mark scheme

Marking points from the official mark scheme (Oct/Nov 2020). The mark or mark type is shown in brackets.

1. [2] (a) Knowledge and Understanding: clear understanding of self-actualisation needs.
2. [2] (a) Application: reference to self-actualisation needs in a business organisation or context (Maslow).
3. [4] (a) Analysis: reaching one's full potential – needs are met in an organisation.
4. [4] (a) Analysis: give employees challenging, fulfilling work.
5. [4] (a) Analysis: job enrichment/enlargement/rotation might be used to facilitate self-actualisation.
6. [4] (a) Analysis: opportunities to develop new skills – increase potential – become an expert.
7. [4] (a) Analysis: recognition for work achieved – advancement, responsibility.
8. [4] (a) Analysis: give new job titles – enhanced workspace – prestigious jobs.
9. [4] (a) Analysis: increase workplace autonomy.
10. [4] (a) Analysis: provide financial and non-financial rewards that recognise achievement and performance.
11. [4] (a) Analysis: Accept any other valid response.
12. [7-8] (a) Level 4: Good analysis of how a business might satisfy the self-actualisation needs of its employees.
13. [5-6] (a) Level 3: Some analysis of how a business might satisfy the self-actualisation needs of its employees.
14. [3-4] (a) Level 2: Application of how a business might satisfy the self-actualisation needs of its employees.
15. [1-2] (a) Level 1: Knowledge and understanding of self-actualisation/employee needs.
16. [2] (b) Knowledge and Understanding: clear understanding of McGregor's leadership styles (Theory X and Theory Y).
17. [2] (b) Application: reference to use of McGregor's leadership styles by managers in a hospital.
18. [2] (b) Analysis: the McGregor leadership styles theory – there are different attitudes of managers to worker depending on the culture of the organisation.
19. [2] (b) Analysis: what determines the attitude of managers towards their workers and hence their leadership style?
20. [2] (b) Analysis: explain how Theory X might lead to an autocratic approach – Theory Y to a more democratic approach.
21. [2] (b) Analysis: there are many different types of workers in a hospital (e.g., nurses, doctors, support staff, administrators, managers).
22. [2] (b) Analysis: do these different workers respond to different styles of leadership?
23. [2] (b) Analysis: there are distinctive and different situations in hospitals (e.g., emergency situations on the ward or in the operating theatre which may require a Theory X approach).
24. [6] (b) Evaluation: Judgement/conclusion as to the significance and relevance of McGregor's theoretical leadership styles to hospital managers.
25. [6] (b) Evaluation: Contrasts may be made with other organisations and other managers.
26. [6] (b) Evaluation: Discuss issues/problems hospital managers face and how Theory X and Y relate to them.
27. [6] (b) Evaluation: Consider if Theory Y is more relevant to public service organisations.
28. [6] (b) Evaluation: Discuss if public sector hospital managers differ from private sector (more accountable, controlled, complex demands).
29. [6] (b) Evaluation: Consider if public service employees or service providers require different leadership styles.
30. [6] (b) Evaluation: Acknowledge that different kinds of people work in hospitals with different needs and leadership styles.
31. [9-12] (b) Level 4: Effective evaluation of the significance of McGregor's leadership styles for managers in a hospital.
32. [7-8] (b) Level 3: Limited evaluation of the significance of McGregor's leadership styles for managers in a hospital.
33. [3-6] (b) Level 2: Analysis and application of the use of McGregor's leadership styles for managers in a hospital.
34. [1-2] (b) Level 1: Knowledge and understanding of Theory X / Theory Y / leadership styles / hospital managers.