Analyse two methods that a business could use to help employees satisfy their self-actualisation needs, as defined by Maslow.

Mark scheme

Marking points from the official mark scheme (Oct/Nov 2023). The mark or mark type is shown in brackets.

1. [1] (a) Maslow's hierarchy of needs is a model of human motivation.
2. [1] (a) The final fifth stage of the Maslow hierarchy is self-actualisation needs.
3. [1] (a) If these needs are met at work the employee can realise full potential – a higher order need (other 4 are physical, safety, belonging, and esteem needs)
4. [1] (a) Self-actualisation needs are related to an employee need for self-growth, creativity and advancement and looks to a business to satisfy these needs
5. [1] (a) Businesses can create appropriate working environments for self-actualisation
6. [1] (a) New job roles and responsibilities
7. [1] (a) Involve employees in decision-making
8. [1] (a) Opportunities to be an intrapreneur – Method to meet creative needs
9. [1] (a) Training/self-development – methods to meet career progression needs
10. [1] (a) Job enrichment/enlargement – a method to meet responsibility needs
11. [1] (a) More management responsibilities – method to meet leadership needs
12. [1] (a) Promotion opportunities – method to meet accomplishment needs
13. [1] (a) Business can provide creative work – creative work projects that allow innovation and will inspire employees
14. [1] (a) Business can provide challenging work – that demonstrates the skills of employees and stretches them – and provides progression/promotion opportunities
15. [1] (a) Business can increase responsibility of employees – provide project leadership opportunities
16. [1] (a) Business can place employees in positions of leadership – responsibility and accountability that gives them increased self-worth and allows them to operate at a senior management level
17. [1] (a) Business can create tasks/projects that allow employees to accomplish significant tasks – lots of delegation and minimal interference
18. [1] (a) Business can ensure employees benefit from satisfying the other 4 Maslow needs and create a platform for self-actualisation with opportunities to work in teams.
19. [1] (b) Motivation is the process that initiates, guides and maintains goal-orientated behaviours – the driving force behind human actions
20. [1] (b) Manager - many definitions, – setting objectives, organising resources, motivating staff – Mintzberg – interpersonal, informational, decisional
21. [1] (b) Manager - many roles – manage resources human and non-human, manage assets, manage the functional areas in the business, manage performance of the business, maintain/increase sales/revenue, maintain/improve profits and return on capital employed, improve performance relative to competitors
22. [1] (b) Hotel managers should motivate employees – waiters, cleaners, reception staff
23. [1] (b) Aware of key objectives and how they might be achieved – maximise room occupancy – in all seasons
24. [1] (b) Hotel managers should ensure a quality experience for customers – room, food, surroundings, fast internet
25. [1] (b) Be aware of changing customer expectations – clean rooms
26. [1] (b) Hotel Managers should ensure – appropriate levels of revenue/profits
27. [1] (b) Hotel managers should recruit and manage staff – who are committed to organisational objectives
28. [1] (b) Hotel managers should plan for the future – long term thinking
29. [1] (b) Hotel managers should ensure effective financial management – appropriate cost control measures used
30. [1] (b) Ensure plans and strategies in place to meet all organisation goals
31. [1] (b) Staff motivation a labour intensive business-quality of service and business reputation depends on quality of staff -skills and enthusiasm – create positive work environments use motivation theories such as Maslow, Herzberg
32. [1] (b) Hotel occupancy – needs to be maximised – market, promote, and sell the hotel - beat the competition
33. [1] (b) Customer satisfaction – provide a rich customer experience-develop superb facilities – USP for quality of food, bedrooms
34. [1] (b) Profit ensure viability of the business now and in the future – re-invest to maintain distinctive facilities and boost profits
35. [1] (b) Recruit and manage staff – workforce planning to ensure appropriate numbers and skills are available – incentivise staff with monetary and non-monetary rewards
36. [1] (b) Establish effective financial discipline – use budgets, set financial targets, regular audit of expenditure and costs
37. [1] (b) A judgement/decision as to whether the ability to motivate others is the most important ability for the role of an hotel manager
38. [1] (b) Such judgements/decisions may be made at any point in the essay, not just in a concluding section
39. [1] (b) Judgement is made as to the importance of staff motivation in creating the appropriate context for successfully carrying out the many diverse roles of a hotel manager and motivation is judged to be a critical role
40. [1] (b) Hotels are labour intensive organisations and customer service is important - so motivated employees are very important
41. [1] (b) An evaluative question is presented – are other roles/functions/activities as important as motivation, or even more important?
42. [1] (b) To what extent does it depend on individual circumstances of business and manager – the skills of a manager and the market position of the hotel
43. [1] (b) Do hotel managers need to 'control' just as much as motivate to ensure high standards?
44. [1] (b) Is financial control just as important, or more important, than motivation?
45. [1] (b) To what extent is motivation under the control of an hotel manager? Might pay levels and promotion be centrally controlled in a hotel chain?