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LOW STAFF MORALE ANALYSIS IN THE COMPANY BASED ON MASLOW'S HIERARCHY NEEDS THEORY
YUJING ZHANG
A THEMATIC PAPER SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF MANAGEMENT
COLLEGE OF MANAGEMENT MAHIDOL UNIVERSITY
2020
COPYRIGHT OF MAHIDOL UNIVERSITY
Thematic paper entitled
LOW STAFF MORALE ANALYSIS IN THE COMPANY BASED ON MASLOW'S HIERARCHY NEEDS THEORY
was submitted to the College of Management, Mahidol University
for the degree of Master of Management on
July 12, 2020 .............................................................. Miss Yujing Zhang Candidate .............................................................. .............................................................. Assoc. Prof. Sooksan Kantabutra, Assoc. Prof. Astrid Kainzbauer, Ph.D. Ph.D. Advisor Chairperson .............................................................. .............................................................. Asst. Prof. Duangporn Arbhasil, Ronald Surachai Thesenvitz, Ph.D. Ph.D. Dean Committee member College of Management Mahidol University
ii
ACKNOWLEDGEMENTS
Time flies! Two years of master degree's study is coming to an end. I have
learned a lot during this period. I would like to express my gratitude toward my
advisor Professor Sooksan Kantabutra, for his support and guidance during the course
of the project. His leadership guidance and knowledge have been crucial in completing
the project. Although he is busy, but he still spends a lot of time helping me with my
paper. When I was indecisive about my paper’s theme, he was always patient and
provided useful suggestion. What’s more, I want to show my gratitude to all teachers
in Mahidol. They taught me the way to study literature and the basic knowledge of
writing. The last but not least, I would like to thank my parents and my friends who
always encourage and support me when I was depressed and worried during the
thematic paper period.
Yujing Zhang
iii
LOW STAFF MORALE ANALYSIS IN THE COMPANY BASED ON MASLOW'S HIERARCHY NEEDS THEORY
YUJING ZHANG 6149146
M.M. (MARKETING AND MANAGEMENT)
THEMATIC PAPER ADVISORY COMMITTEE: ASSOC. PROF. SOOKSAN
KANTABUTRA, Ph.D., ASSOC. PROF. ASTRID KAINZBAUER, Ph.D., RONALD
SURACHAI THESENVITZ, Ph.D.
ABSTRACT
This research paper aims to analyze the reason of low staff morale and
provide suitable suggestions to managers. The researcher use quantitative method to
study the relationship between each level of needs in Maslow’s Hierarchy Needs
Framework and staff morale. There are four dimensions to measure staff morale and
the mean staff morale in the case company is 2.88, which is low. Maslow’s Hierarchy
Needs Theory is used to analyze staff’s needs, and each level of needs has three
questions to measure. According to the correlation test, the higher four levels of needs
have a positive correlation with staff morale, including safety needs, social needs,
esteem needs and self-actualization needs. Based on above findings, there are five
suggestions in this paper to help managers increase staff morale. These actions can
help managers to satisfy staffs on social needs level, esteem needs level and self-
actualization needs level.
KEY WORDS: Maslow's Hierarchy Needs Theory/ staff morale/ correlation/
management
24 pages
iv
CONTENTS
Page
ACKNOWLEDGEMENTS ii
ABSTRACT iii
LIST OF TABLES vi
LIST OF FIGURES vii
CHAPTER I INTRODUCTION 1
1.1 Introduction 1
1.2 Objective of the Study 2
1.3 Research Questions and Methodology 3
CHAPTER II LITERATURE REVIEW 4
2.1 Staff Morale 4
2.2 Maslow's Hierachy Needs Framework 4
CHAPTER III METHODOLOGY 8
3.1 Research Questions and Methodology 8
3.2 Hypothesis 8
3.3 Research Design 9
3.3.1 Sample Size 9
3.3.2 Sampling Methodology 9
3.3.3 Data Collection 9
3.4 Reliability Analysis 9
3.5 Data Analysis 10
CHAPTER IV FINDINGS 11
4.1 Descriptive Statistics 11
4.2 Correlation Analysis 12
4.3 Managerial Implications 15
4.3.1 Providing Feedbacks to Staffs 15
4.3.2 Setting More Organizational Activities within Company 16
4.3.3 Setting Public Rewards System within Company 16
v
CONTENTS (cont.)
Page
4.3.4 Helping Young Employees to Establish Private Promotion Plan16
4.3.5 Encouraging Employee to Become a Better Self 17
CHAPTER V CONCLUSION 18
5.1 Conclusion 18
5.2 Limitation of Research 18
REFERENCES 20
APPENDICES 21
Appendix A Questionnaire 22
BIOGRAPHY 24
vi
LIST OF TABLES
Table Page
4.1 Frequency of income stage 11
4.2 Frequency of age group 11
4.3 Frequency of working year 12
4.4 Correlation analysis between physiological needs and staff morale 13
4.5 Correlation analysis between safety needs and staff morale 13
4.6 Correlation analysis between social needs and staff morale 13
4.7 Correlation analysis between esteem needs and staff morale 14
4.8 Correlation analysis between self-actualization needs and staff morale 14
4.9 Correlation value on each needs level 15
vii
LIST OF FIGURES
Figure Page
2.1 Maslow’s Hierarchy of Needs Framework 5
1
CHAPTER I INTRODUCTION
1.1 Introduction
Companies have to run the businesses in the most effective way due to the
intense competition environment nowadays. In order to achieve effective management,
they start to focus not only on visible outcome management, but also human resource.
Staff Morale,which is a popular topic in human resource management for
many years, and the management team of a company always pays a lot of attention to
it. They expect the staff morale of their company can be high and intense, since they
believe the high staff morale can produce them more profits, more stable operation and
better working atmosphere. However, staff morale is difficult to measure
straightforwardly , since it is a sort of feeling instead of a certain action. For managers,
it is hard to manage and control staff morale. Many companies believe that if they can
provide a suitable salary even a high salary to their employees, employees will have
high morale. It is totally wrong. In fact, increasing staff morale is a complicated work,
not only related to money, but also emotional needs, such as safety needs and social
needs. We have to find what are the things that employees really need and try to
encourage them with our abilities and resource.
Maslow’s Hierarchy of Needs Theory is famous for personal need analysis,
it includes 5 levels of personal needs: physiological need, safety need, social need,
esteem need and self-actualization need. Physiological need is the lowest level and
self-actualization need is the highest level in this framework. Maslow said people’s
needs have to be satisfied step by step in his framework, and the lowest level is the
strongest one, because it’s the basic needs for living. In enterprise management,
Maslow's Hierarchy needs are usually used to motivate employees.
2
According to earlier research, staff morale can be influenced by so many
factors such as job itself, workplace, colleagues etc. It is a complicated work. Based on
the research, this paper will use 4 dimensions to measure staff morale. They are
organizational identity, work initiatives, organizational loyalty and sense of
responsibility. (Ying Huang & Yan Feng, 2015)
1.2 Objectives of the study
- To study the relationship between Maslow’s Hierarchy of Needs Theory
and the actual staff morale.
- To provide suitable recommendations to increase staff morale in the
certain company.
1.3 Research questions and methodology
This research is trying to find out whether each level of need in Maslow’s
Hierarchy of Needs Framework can impact staff morale. And if it can, Is it a negative
or positive impact on staff morale? What’s more, how the effectiveness of each impact
will be?
In the methodology part, the researcher chooses a middle-sized company
in Thailand to do quantitative research by sending questionnaires. The company of the
case is a Thai branch of a large Chinese company, and it has a middle-sized one in
Thailand. This company is in the construction industry. Up to now, it has already had
more than 10 ongoing projects in Thailand. In order to encourage staffs, the
management team has issued many policies, such as bonus policy and promotion
policy. However, the staff morale is still low. The low staff morale in this company is
shown in following areas: First, staffs lack initiative in their work. Few employees are
willing to work hard without any force. Second, staffs lack sense of responsibility.
3
When the problem occurs in the daily work, staffs only think about how to get rid of
the blame instead of solving problem. Third, in terms of organizational loyalty, there is
a high turnover rate in officer level.
Next part will utilize staff morale theory and Maslow’s Needs of Hierarchy
Framework in employee management based on previous research.
4
CHAPTER II LITERATURE REVIEW
2.1. Staff Morale
Staff morale is a feeling that can be related to enthusiasm, spirit and zeal
somehow based on Dale Yoder’s research. (Dale Yoder, 1957) Staff morale is a very
important index in Human Resource Management. High staff morale is the basic
precondition for enterprise healthy operation, and the fundamental environment for
creative work of all staffs. Staff morale here can be defined as “pride in the
organization and its goals, faith in its goals, faith in its leadership and a sense of shared
purpose with and loyalty to others in the organization” in workplace situation. (Stewart
& Spence, 1996) Therefore, this article will use pride in organization, faith in goal,
loyalty to organization and sense of shared purpose with to measure staff morale.
2.2 Maslow’s Hierarchy of Needs Framework
Maslow’s Hierarchy of Needs Framework is a very important concept in
Human Resources management area in the 20th century, it was raised in A Theory of
Human Motivation Physiological Review, which was written by American
physiologist Abraham Maslow in 1943.
In Maslow’s opinion, the motivation is the internal power for individual
growth. The motivation is based on the need, and different levels and natures of needs
consist of human’s motivation. Maslow separates needs into five parts: physiological,
safety, social, esteem and self-actualization. All of these needs should be satisfied step
by step. (Maslow, A. H., 1943)
5
Figure 2.1 Maslow’s Hierarchy of Needs Framework
Physiological needs level is the bottom of the framework called biological
need. It consists of needs for oxygen, water, food, cloth and suitable temperature. It’s
the strongest level in the pyramid, because if a person wants to meet any level needs in
this pyramid, the physiological needs have to be satisfied first. (Duncan, M. K. W., &
Blugis, A., 2011) As for an employee in a company, it can be the physiological needs
inside and outside company. Outside the company, employee needs salary to support
their daily life, such as clothing, living and eating. Inside the company, employee
needs office supplies and air-condition to create a suitable environment to work. (Sadri,
G., & Bowen, C. R., 2011)
Safety needs level consists of the need to be safe from both mental and
physical harm, which is defined by Maslow. As for an employee in a company, it can
be separated into two periods, working period and retirement period. During working
6
period, it can be the reasonable salary that supports employee to afford a safe place to
live, and also the health insurance. During retirement period, it can be the satisfied
pension. (Sadri, G., & Bowen, C. R., 2011)
Social needs level here is the need for love, affection and belongings.
People can try to meet social needs by participating or creating relationships with
others. As for an employee in a company, employee can meet this level of needs form
their bosses and co-workers. Receiving help from colleagues or superiors when
dealing with problem, making close friend and advice on work performance can help
employee to meet social needs in this framework. (Yount, W. R., 2008)
Esteem needs level involves need for both self-esteem and for the esteem a
person gets from others. Respected by others is a lower form of esteem, in this level,
people still try to be accepted by others. The higher form of esteem is self-respect, it
will become a permanent part of individual through accomplishment. (Poston, B.,
2009) In the workplace, employee’s esteem needs can be met from reputation,
attention, recognition and importance. (Fallatah, R. H. M., & Syed, J., 2017)
Self-actualization needs can be meet only after four previous levels have
been achieved. Even if all the previous needs have been satisfied, people will feel
dissatisfied and restless soon, unless people are doing the work that they are born to
do. The self-actualization needs are difficult to be recognized clearly, it’s different
from other four needs levels. (Maslow, A. H., 1943) As for an employee in a company,
self-actualization needs can be satisfied from activities that can help company become
stronger and achieve a higher level, such as challenging job and sense of
self-fulfillment in company. (Beri, R. L., Williamson, N. C., & Powell, T., 1984)
There are two types of needs in Maslow’s mind, deficiency needs and
growth needs. The first four levels are defined as the deficiency needs (D-needs),
which including physiological needs, safety needs, social needs and esteem needs.
And the self-actualization needs is defined as the growth needs (G-needs). After
D-needs are basically satisfied, its incentive function will be reduced; its dominant
position will no longer be maintained. Then G-needs will replace it as the main reason
for motivating behavior.
7
Next part will introduce the research questions and the method used to
analyze data.
8
CHAPTER III METHODOLOGY
3.1. Research questions and methodology
According to the aim of this study, here are the research questions as
following:
(1) Do physiological needs impact staff morale?
(2) Do safety needs impact staff morale?
(3) Do social needs impact staff morale?
(4) Do esteem needs impact staff morale?
(5) Do self-actualization needs impact staff morale?
As for research methodology, this study uses quantitative method. The
data collected from employees in the selected company. The main instrument used in
this study is the questionnaire to collect row data. In order to test hypotheses and
statistics, the researcher used SPSS program.
3.2 Hypothesis
Based on research purposes and research questions, there are hypothesis:
H1: The more physiological needs are provided, the higher staff morale.
H2: The more safety needs are provided, the higher staff morale .
H3: The more social needs are provided, the higher staff morale.
H4: The more esteem needs are provided, the higher staff morale.
H5: The more self-actualization needs are provided, the higher staff
morale.
9
3. 3 Research design
3.3.1Sample size
The number of employees in this company is around 90, and the sample
size is 55 in this study. All of them are employees who are working in this company.
3.3.2 Sampling methodology
This study selected the samples from management level to
non-management staff level, including different positions and departments. The
number of respondents is the sample size of this research.
3.3.3 Data collection
The questionnaire was made out based on staff morale theories, Maslow’s
Needs of Hierarchy Framework. The questionnaire includes three parts: general
information, staff morale measurement and Maslow’s needs analysis. For staff morale
parts, according to the early research, four dimensions were used to measure. In
Maslow’s needs analysis, each level of needs has 3 questions to measure.
This study utilizes Likert-scale to measure staff morale and needs in
Maslow’s Framework. There are 5 levels of agreement: “1” indicates strongly disagree
with this statement, “2” indicates disagree with this statement, “3” indicates no idea
with this statement, “4” indicates agree with this statement, “5” indicates strongly agree
with this statement.
3.4 Reliability analysis
The reliability analysis was used to make sure the quality of data analysis.
The higher Cronbach’s alpha coefficient, the higher reliability. The Cronbach’s alpha
coefficient of staff morale is 0.85, physiological needs is 0.44, safety needs is 0.62,
10
social needs is 0.67, esteem needs is 0.79 and self-actualization needs’ is 0.83. The
alpha coefficient needs at least higher than 0.6, and the alpha coefficient is lower than
that. After deducting the first question of physiological needs (Question10: My salary
can support me for my basic daily needs, like living, eating and clothing.), the alpha
coefficient change to 0.65, which is higher than 0.6. Therefore, considering the
reliability, this question’s results will be deleted in data analysis part.
3.5 Data analysis
According to research questions and questionnaire, when analyzing the
data, the correlation analysis in SPSS is suitable. This study uses both descriptive
statistics and inferential statistics to analyze data.
(1) Descriptive statistics:
Frequency: the frequency of samples in specific factor, such as gender,
income stage and nationality.
Percentage: the frequency of data in the term of percentage.
Mean: the total number divided by number of items.
(2) Inferential statistics:
Correlation: the strength of the relationship between two variables.
11
CHAPTER IV FINDINGS
4.1 Descriptive statistics
As for gender, the number of female is 34 and number of male is 21. The
difference is obvious, because the gender ratio in this company is unbalanced. For
nationality, there are 28 Chinese staffs and 27 Thai staffs in research.
For income stage, most staffs are in 20,000THB-39, 999THB stage, and no
response is in less-than 20,000THB stage. For age group, most staffs are in 21-25
years old and 26-30 years old age group, only 8 staffs are older than 31. As for
working years, 36.4% of staffs work in this company less than 1 year.
Table 4.1 Frequency of income stage
Income Stage Number of Sample Percentage
20,000THB-39, 999THB
40,0000THB-59, 999THB
More than 60,0000THB
35
15
5
63.6%
27.3%
9.1%
Table 4.2 Frequency of age group
Age Group Number of Sample Percentage
21-25 years old
26-30 years old
More than 31 years old
26
21
8
47.3%
38.2%
14.5%
12
Table 4.3 Frequency of working year
Working Year Number of Sample Percentage
Less than 1 year
1-3 years
More than 3 years
20
28
7
36.4%
50.9%
12.7%
The mean of staff morale in this company is 2.88. It’s lower than 3, which
means the staff morale is low in this company.
4.2 Correlation analysis
Based on research questions, this paper aims to study the relationship
between staff morale and each level of needs in Maslow’s Framework. Correlation
analysis shows whether one variable can impact (both positive and negative) another
variable, and the strength of the impact. When the sig. value is lower than 0.05, we
accept the impact is significant. As for the strength of influence, we only see the
absolute value of Pearson Correlation. If the absolute value of Pearson Correlation is
lower than 0.02, we assume the correlation is very low; if it is between 0.2-0.4, the
correlation is low; if it is between 0.4-0.6, the correlation is strong: if it is higher than
0.8, the correlation is very strong.
Hypothesis 1: The more physiological needs are provided, the higher staff
morale.
The sig value is higher than .05, so physiological needs do not have
significant impact on staff morale here. Hypothesis 1 is not accepted.
13
Table 4.4 Correlation analysis between physiological needs and staff morale
Physiological needs
Staff Moral Pearson Correlation .171
Sig. (2-tailed) .212
Hypothesis 2: The more safety needs are provided, the higher staff morale.
The sig. value is less than 0.05 and the Pearson Correlation is 0.394, it
means safety needs can significantly impact staff morale, however the strength of this
impact is low. Hypothesis 2 is accepted.
Table 4.5 Correlation analysis between safety needs and staff morale
Safety Needs
Staff Moral Pearson Correlation .394
Sig. (2-tailed) .003
Hypothesis 3: The more social needs are provided, the higher staff morale.
The sig. value is 0.003 and Pearson Correlation is 0.561. Social needs can
significantly impact (positive) staff morale and the strength is in middle level.
Hypothesis 3 is accepted.
Table 4.6 Correlation analysis between social needs and staff morale
Social Needs
Staff Moral Pearson Correlation .561
Sig. (2-tailed) .003
Hypothesis 4: The more esteem needs are provided, the higher staff
morale.
14
In the table 8, the sig. value is lower than 0.05 and Pearson Correlation is
0.67. Therefore, esteem needs can significantly impact (positively) staff morale, and
the strength is strong. Hypothesis 4 is accepted.
Table 4.7 Correlation analysis between esteem needs and staff morale
Esteem Needs
Staff Moral Pearson Correlation .670
Sig. (2-tailed) .000
Hypothesis 5: The more self-actualization needs are provided, the higher
staff morale.
The sig. value is lower than 0.05 and Pearson Correlation is 0.814. It
means self-actualization needs can significantly impact (positive) staff morale, and the
strength is very strong. Hypothesis 5 is accepted.
Table 4.8 Correlation analysis between self-actualization needs and staff morale
Self-actualization Needs
Staff Moral Pearson Correlation .814
Sig. (2-tailed) .000
In conclusion, the staff morale is relatively low in this company. Only
physiological needs level does not have significant correlation relationship with staff
morale. The other four level of needs have significant positive correlation relationship
with staff morale. For the correlation value, the higher level of needs creates stronger
strength correlation with staff morale. Normally, manager should pay more attention to
the needs level which gets higher correlation value. Here, in this case, the
self-actualization needs level has highest correlation value. However, based on
Maslow’s research, self-actualization needs are hard to be satisfied, and not every
15
individual has this kind of needs. What’s more, the needs will have to be satisfied step
by step. Therefore, manager should start to satisfy staffs with the social needs level
first.
Table 4.9 Correlation value on each needs level
Needs Level Pearson Correlation
Safety Needs .394
Social Needs .561
Esteem Needs .670
Self-actualization Needs .814
4.3 Managerial implications
Based on the data analysis, there are managerial implications as following:
4.3.1 Providing feedback to staffs.
Managers in company should provide specific feedback to their
subordinates based on their work performance. The feedback should include the
evaluation on work quality, work quantity, work completeness, work attitude and
comments from leaders. Giving and receiving feedback is a good interaction between
superior and subordinates. The different dimensions of information on feedback can
help staffs to review their work performance in an objective way and guide staff to do
better work in the future. Furthermore, the personalized comments from leader can
make employees have the sense of recognition. This measure can help manager satisfy
employee’s social needs and esteem needs.
16
4.3.2 Setting more organizational activities within company.
Those kinds of activities can help staffs have more communication and
other interaction so that they can know and understand each other better. It also can
teach staff the importance of cooperation, and then they will have more supports from
each other on work in the future. For instance, activities can be experience sharing
meeting and outdoor activities. As for experience sharing meeting, staffs can
communicate with each other about working experience and working problem,
managers can encourage staffs to solve problem together. It can help staffs understand
each others’ difficulties and try to find empathy among themselves. For outdoor
activities, managers can set some group activities. Group activities need staffs to
cooperate together to achieve the goal so that it can enhance tacit understanding
among staffs. These actions can satisfy employee’s social needs.
4.3.3 Setting public rewards system within company
The company can issue a reward system to praise staffs that had
contributed to the development of company half a year. Manager can not only send
extra bonus but also put their names on honor board in company. As for employees
who are on the honor board, they can feel strongly self-confidence and sense of
recognition. Because it means the company accept and appreciate their hard work. As
for the rest of the employees who are not on the list, the standards of the rewards
system can also guide them the direction of improvement. For example, staff A is not
on the list, but the person knows the criteria of honor board and good cooperation with
other staffs would be an evaluated dimension for it. Staff A will try to help and
communicate more with other staffs in the future work. This action can help managers
not only to meet employee’s esteem needs of excellent employee, but also to offer an
opportunity for other employees to reach esteem needs.
4.3.4 Helping young employee to establish private promotion plan
In this case, around 85 % staffs are under 30 years old (or 30 years old).
Those staffs do not have enough working experience, and they may be confused about
17
their career path and the direction of future. Company can help them to clarify their
career path by establishing the private promotion plan within company. On the one
hand, promotion means higher salary, higher social status and stronger social
acceptance. Thus a clear promotion plan is very attractive for ambitious and young
staffs. On the other hand, the promotion plan can also give them the specific goal in
career growth. Considering the size of this company, manager can use questionnaire
and other test method to identify staffs’ personality and personal goal firstly. Then
manager can help staffs to make private promotion plan after making sure their
personal goals are aligned with the goal of the company. The promotion plan can help
to satisfy employees’ both esteem needs and self-actualization needs.
4.3.5 Encouraging employee to become a better self
According to Maslow’s idea, the self-actualization need is difficult to be
satisfied. To satisfy employees in this level, managers need to select right employee to
do the right things. For example, managers can select employee who already met the
former needs and provide them challenging work. Challenging work can help them
improve work performance so that they can see their growth on work clearly, and if
they can finish it, they might have a sense of self-fulfillment. What’s more, when
assigning the challenging work to selected staff, managers should also consider
whether this staff has the certain kind of ability or potential to achieve it. As for
employees who do not have enough ability but they have strong ambition to have self-
improvement, company can provide tuition-reimbursement policy for the courses
related to their job responsibility. Those measures can help managers to meet
employee’s self-actualization need.
18
CHAPTER V
CONCLUSION
5.1 Conclusion
Based on Maslow’s Needs of Hierarchy Framework, people’s needs should
be satisfied step by step, and in this research strengths of correlation also follow the
needs of level. In this case, the physiological needs do not have significant correlation
with low staff morale. Therefore, in this company, physiological needs do not impact
on staff morale statistically. What’s more, we can see the mean value of physiological
needs in this company is higher than 4, it means the physiological needs of employees
are almost satisfied. As for the relationship between staff morale and safety needs, it
does have significant correlation but the strength is low. As for social needs level,
esteem needs level and self-actualization needs level, all of them have significant
correlation with staff morale, and the correlation strength are not low. However,
self-actualization need is hard to be satisfied, and not everyone has this kind of need.
Therefore, managers in this company can pay more attention on employees’ social
needs and self-esteem needs. As for self-actualization need, managers can select some
staff to satisfy.
5.2 Limitation of research
(1) Limited sample size
This paper uses questionnaire to implement a quantitative research, but the
sample size is not big enough, because of the actual population in this company. That
may leads the results are not precise.
(2) Half-baked questionnaire
19
In questionnaire part, each level of needs only has 3 questions to measure,
the number of questions is not enough to get a very precise analysis result.
20
REFERENCES
Yoder, D. (1957). Personnel management and industrial relation. New Delhi, Prentic
Hall of India.
Stewart, J. H., & Spence, R. (1997). A new look at factors related to college faculty
morale. Educational Research Quarterly, 20(3), 29-40.
Maslow, A. H. (1943). A theory of Human Motivation. Psyhological
Review. Psychological Review, 1, 943.
Duncan, M. K. W., & Blugis, A. (2011). Maslow's needs hierarchy as a framework for
evaluating hospitality houses' resources and services. Journal of Pediatric
Nursing, 26(4), 325-331.
Sadri, G., & Bowen, C. R. (2011). Meeting employee requirements: Maslow's
hierarchy of needs is still a reliable guide to motivating staff. Industrial
engineer, 43(10), 44-49.
Yount, W. R. (2008). Transcendence and aging: The secular insights of Erikson and
Maslow. Journal of Religion, Spirituality & Aging, 21(1-2), 73-87.
Poston, B. (2009). An Exercise in Personal Exploration: Maslow’s Hierarchy of Needs.
347-353.
Fallatah, R. H. M., & Syed, J. (2017). Employee Motivation in Saudi Arabia: An
Investigation Into the Higher Education Sector. Springer.
Ying Huang, Yan Feng (2015). The second section studies and comments on staff
morale. China Management Information. 116-118
Beri, R. L., Williamson, N. C., & Powell, T. (1984). Industrial Salesforce Motivation:
A Critique and Test of Maslow's Hierarchy of Needs. Journal of Personal
Selling and Sales Management, 4, 9-16.
21
APPENDICES
22
Appendix A: Questionnaire
Part I: General Question
1. Please select your gender:
A. Female
B. Male
2. Please select your age group:
A. Less than 20 years old
B. 21-25 years old
C. 26-30 years old
D. More than 31 years old
3. Please select your monthly income group:
A. Less than 19,999 THB
B. 20,000THB-39, 999 THB
C. 40,000THB-59, 999 THB
D. More than 60,000THB
4. How many years have you work in this company?
A. Less than half a year
B. Half a year – one year
C. More than one year
5. Please select your nationality:
A. China
B. Thailand
Part II: Staff Morale
(Five degrees: 1. Strongly disagree, 2. Disagree, 3. I don’t know, 4. Agree,
5. Strongly agree)
6. I’m proud of my company.
7. I believe our company’s goal.
23
8. I have high loyalty of my company.
9. I have the sense of shared purpose in my company.
Part III: Maslow’s Hierarchy of Needs Part
(Five degrees: 1. Strongly disagree, 2. Disagree, 3. I don’t know, 4. Agree,
5. Strongly agree)
Physiological needs:
10. My salary can support me for my basic daily needs, like living, eating
and clothing.
11. I have a comfortable working environment in my company.
12. I can get fundamental office supplies in company.
Safety needs:
13. My salary makes me feel secure.
14. I think my work is stable.
15. My working environment makes me feel restless.
Social needs:
16. I can always get help from my company when I deal with problem.
17. My leader always can give me guidance on my work performance.
18. I can make close friend in my company.
Self-esteem needs:
19. I get enough recognition from my supervisors.
20. I get enough respect and acceptance from co-worker.
21. People outside company think my work is a highly respected job.
Self-actualization needs:
22. I have sense of self-fulfillment of my work.
23. I see a clear career growth since I get this job.
24. I think I reach my full potential of my ability in my work.
24
BIOGRAPHY
NAME Miss Yujing Zhang
DATE OF BIRTH 19/03/1996
PLACE OF BIRTH Yunnan, China
INSTITUTIONS ATTENDED Bachelor of Public Administration, South
China Agricultural University 2018
Master of Management, Mahidol University,
2020
HOME ADDRESS Jing Xiu XI Yuan, Wuhua DIstrict,
Kunming, Yunnan, China
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