s not however amplify into a sense of achievement because the work even if complete start to finish is not enjoyable and therefore no sense of achievement. Which is essentially why Andrew and Robertson’s have high staff satisfaction and loyalty.Maslow’s Hierarchy of needsSelf-actualisationDuring my time at Andrew and Robertson’s I observed many of the partners while they were talking to employees. They seemed to be happy and did not look down at lower level employees. The partners seemed to operate on Maslow’s highest tier, self-actualisation needs.EsteemBecause of the nature of Andrew and Robertson’s and the traditional values there is high staff loyalty and efficiently. Also because of the close quarters and the helpful environment there is respect among fellow workers. Respect and self-respect from others in order to fell satisfied and valuable is not a written policy in Andrew and Robertson’s but it does occur through other methods of motivation, which have been utilisedBelonging NeedsClose Quarters stated above this method thought not intended is highly effective in motivating staff. When I worked at Andrew and Robertson’s I noticed that the environment was extremely helpful. People were always in a helpful mood and the method of forcing employees into helping each other via the forming of friendship and mutuality.This type of motivations concurs with a stage on Maslow’s hierarchy of needs. So therefore staff may not have met the physiological needs and Safety and Security need. However they are directly catapulted on to the third tier, which is belonging needs.As well as concurring with Maslow’s Hierarchy of needs. These facts also concur with the work of Alderfer. Who said that Maslow’s Hierarchy of needs was too rigid. After further study devised his ERG theory of motivation. Instead of a hierarchy Alderfer suggested a continuum with three sets of needs instead of five....
